Washington Military Department 2020/2021 Annual Report

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ANNUAL REPORT 2020 / 2021


Senior Airman Young Hills, 194th Logistics Readiness Squadron, packs food boxes at the Nourish Food Bank warehouse April 3, 2020 in Lakewood, WA. (Air National Guard photo by Master Sgt. Tim Chacon)



Washington Air National Guard Senior Airman Nathan Kepple Nathan Kepple, a medic assigned to the 141st Air Refueling Wing Medical Group (left) assist Lia Frenchman with a nasal swab as her children watch as she is tested for COVID-19 at a site established by the Washington National Guard on the Quinault Indian Nation Reservation, Taholah, Wash., May 20, 2020. (National Guard photo by Master Sgt. John Hughel, Washington Air National Guard Public Affairs)

THE ADJUTANT GENERAL’S MESSAGE Dear Reader, Thank you for taking the time to review the Washington Military Department Annual Report, our comprehensive publication that highlights our department’s accomplishments over the past year. We hope this provides you with a better understanding of our agency structure, our leadership team and the work our men and women do to improve the lives of those in Washington state, across the nation and around the globe. This past year brought challenges we have never previously had to deal with – at least not in my lifetime. I’m proud of our men and women, who showed exceptional commitment to our state and nation. They used creativity and flexibility to effectively support and serve those who rely on our help, even through a global pandemic.

To say it’s been a trying year would be an understatement. When a Snohomish County man received the nation’s first diagnosis of COVID-19 in late January, our SEOC fully activated and remains that way as we head into the New Year.

While the last year was difficult, it did highlight the wide breadth of skills and abilities within the Washington Military Department, and the variety of missions we support. Our team helped procure and distribute more than 100 million pieces of personal protective equipment, while at the same time develop strategies to slow the spread of COVID-19. Meanwhile, leaders at the Washington Youth Academy developed a new online curriculum to use in a virtual environment, while members of our National Guard boxed and distributed food, supported community-based test sites, assembled test kits and verified unemployment claims. In addition to our response to COVID-19, we helped lead and coordinate emergency responses to catastrophic wildfires, a massive cyber attack against our state IT infrastructure and provided support to local law enforcement agencies handling civil disturbances. Meanwhile, we said good-bye to hundreds of our soldiers and airmen as they were federally activated to serve in locations around the world to support our ongoing missions.

The sacrifices required to successfully fulfill our mission are often great and time consuming. Our military personnel often find themselves miles away from their families, friends and employers for lengthy periods of time to support both domestic and federal missions. Our emergency management personnel put in considerably long hours, regardless of the time of day, to assist our partners across the state and nation during a disaster response. I’m proud to have so many talented and dedicated individuals on our team who work incredibly hard to make our state and nation a safer place. Your sacrifice is not unnoticed and you have my deepest gratitude.

Bret D. Daugherty Major General The Adjutant General Washington

Maj. Gen. Bret Daugherty, the adjutant general, Washington National Guard talks with Congressman Dan Newhouse at the 2nd Harvest Food Bank in the Tri-Cities on April 7, 2020. (Photo by Tech. Sgt. Mike Brown)

WASHINGTON STATE LEADERSHIP GOVERNORS OF WASHINGTON In 1853, President Millard Fillmore signed the Organic Act creating the Washington Territory and appointed Maj. Isaac Stevens as the first Territorial Governor and Commander-in-Chief of the Territorial Militia. Washington was admitted to the Union as the 42nd state on Nov. 11, 1889. Territoral Governors

Statehood - 1957

1957 - Current

1853-1857 - Isaac Stevens 1857-1858 - LaFayette McMullen 1859-1861 - Richard Gholson 1861- William Wallace 1862-1867 - William Pickering 1867 - George Cole 1867-1869 - Marshall Moore 1869-1870 - Alvan Flanders 1870-1872 - Edward Selig Salomon 1872-1880 - Elisha Peyre Ferry* 1880-1884 -William Augustus Newell 1884-1887 - Watson Carvasso Squire 1887-1889 - Eugene Semple 1889 - Miles Conway Moore

1889-1893 -Elisha Peyre Ferry* 1893-1897 - John McGraw 1897-1901 - John Rogers 1901-1905 - Henry McBride 1905-1909 - Albert Mead 1909 - Samuel Cosgrove 1909-1913 - Marion Hay 1913-1919 - Ernest Lister 1919-1925 - Louis Folwell Hart 1925-1933 - Roland Hartley 1933-1941 - Clarence D. Martin 1941-1945 - Arthur B. Langlie** 1945-1949 - Monrad C. Wallgren 1949-1957 - Arthur B. Langlie**

1957-1965- Albert Rosellini 1965-1977 - Daniel Evans 1977-1981 - Dixy Lee Ray*** 1981-1985 - John Spellman 1985-1993 - Booth Gardner 1993-1997 - Mike Lowry 1997-2005 - Gary Locke 2005-2013 - Christine Gregoire 2013-Current - Jay Inslee

* - Elisha Peyre Ferry was both the Washington Territoral Governor and won the first elected state governor. ** -Arthur Langlie is the only governor elected twice in state history and has served the longest with 12 years total in office *** - Dixy Lee Ray was the first female governor of Washington.

Gov. Jay Inslee holds a joint conference with Vice President Mike Pence during a visit to Camp Murray following the COVID-19 outbreak at a senior living facility in Kirkland, Wash. on March 5, 2020. (U.S. National Guard Photo by Sara Morris)

WASHINGTON MILITARY DEPARTMENT MISSION The Washington Military Department’s mission is to minimize the impact of emergencies and disasters on people, property, environment and the economy of Washington state by providing trained and ready forces for state and federal missions. The department also provides structured alternative education opportunities for at-risk youth.


The state’s adjutant general is appointed by the governor and serves as the director of the Washington Military Department, commander of the Washington National Guard and homeland security advisor to the governor.


The adjutant general administers the joint federal-state program that is the Washington National Guard, which is headquartered at Camp Murray, Washington. More than 8,000 citizen-soldiers and airmen currently serve the state of Washington and the United States of America. Military equipment for the Washington National Guard is furnished by the U.S. Department of Defense through the National Guard Bureau. Federal control is exercised over maintenance jobs and mobilization of the Washington National Guard. Federal personnel are employed in both administrative and maintenance jobs in armories and maintenance shops.

The Washington Army National Guard is made up of the 56th Information Operations Group, 81st Stryker Brigade Combat Team, 96th Troop Command, 96th Aviation Troop Command and 205th Training Regiment. The Washington Air National Guard is made up of the 141st Air Refueling Wing, 194th Wing and the Western Air Defense Sector.


The Washington Emergency Management Division provides mitigation advocacy, planning requirements and guidance, training and exercises, response coordination and administration of recovery programs for the civil sector of the state, regardless of the type of hazards. The Washington Emergency Management Division’s organizational structure mirrors the functions that take place in the life cycle of emergency management: mitigation, preparedness, response and recovery.


The Washington Youth Academy (WYA) operates as part of the National Guard Youth ChalleNGe Program. Established under authority of both federal and state law, the WYA is a state-run residential and post-residential intervention for youth who have dropped out of high school or are at risk of dropping out. The goal of the program is to give youth a second chance to return to high school and graduate or become responsible and productive citizens by helping them improve their life skills, education levels and employment potential.


The Washington State Guard is an all-volunteer unit organized under the Military Department of the state of Washington. Its members come from all walks of life. They normally serve without remuneration and meet monthly, or more often as needed, within organized units stationed at strategic locations throughout the state.

ORGANIZATION HISTORY WASHINGTON NATIONAL GUARD For more than 150 years, the brave citizen-soldiers and airmen of the Washington National Guard have safeguarded lives and property in the Evergreen State and have served the entire nation in times of need and distress. On March 2, 1853, President Millard Fillmore signed the Washington Organic Act, which created the Washington Territory. The act would name Isaac I. Stevens the first governor of the Washington Territory as well as the commander-in-chief of the Washington Territorial Militia. On Jan. 26, 1855, Stevens signed a law creating the Militia of the Territory, requiring that every able-bodied male between the ages of 16 and 60, who expected to be a citizen, enroll in the Militia. These volunteers would be called to guard settlements, protect the Territorial Government and pursue hostile Native Americans. On Nov. 11, 1889, Washington would become the 42nd state in the Union and the National Guard was given an expanded role in the defense of the nation. President William McKinley issued a call for volunteers on April 23, 1898 for service in the Spanish-American War and Washington’s quota was one infantry regiment. Every single member of the Guard volunteered for service. The 1st Washington Volunteer Infantry reached the Philippines later that year and participated in its first engagement at Pasig River on Feb. 5, 1899. After many more battles and distinguished service, the 1st Washington Volunteers were mustered out of service in San Francisco on Oct. 31, 1899. The U.S. Congress passed the Militia Act of 1903, providing the National Guard the same equipment and organization as the U.S. Army. This helped transform the Washington Militia into today’s modern Washington National Guard. In 1916, elements of the Washington National Guard would mobilize to the Southwest United States, where they would take part in the protection of the United States/Mexican border. At the same time, tensions were building in Europe and on April 6, 1917, Germany would declare war against the allied forces. The Naval Militia of the Washington National Guard was immediately called into federal service. The rest of the Washington National Guard forces were drafted into federal service in August 1917 and assigned to the 41st Infantry Division. The 2nd Washington Infantry was changed to the 161st Infantry. Its soldiers were used to replace individual soldiers at the front. The Field Artillery Battalion became part of the 146th FA Regiment and saw consistent action throughout the war. The time between the World Wars was a time of transition. Aviation came to the Washington National Guard in 1924 at Felts Field in Spokane. Horses eventually gave way to tanks and motorized vehicles. In preparation for looming hostilities, President Franklin D. Roosevelt issued Executive Order 8350 on Aug. 31, 1940 directing almost the entire Washington National Guard to mobilize at their armories on Sept. 16, 1940 for immediate induction into federal service. By Feb. 10, 1941, every federally recognized Washington National Guard unit had been mustered into federal service. As World War II ended, the Washington National Guard began its post-war reorganization, which saw the official creation of the Washington Air National Guard in 1946. By the time hostilities erupted in Korea in June, 1950, the organization consisted of 31 Army units and 11 Air units. The Korean War would be the last major conflict the Washington National Guard would be a part of until Operation Desert Storm/Shield in 1990. A day no Washingtonian will forget, on May 18, 1980, Mt. St. Helens erupted with a force 500 times greater than the atomic bomb dropped on Hiroshima. Washington National Guardsmen, taking part in their annual training at the Yakima Training Center, would immediately fly west over the Cascades to begin immediate rescue operations in the vicinity of Mt. St. Helens. The Guard would mobilize more than 2,000 members for rescue, logistics and clean-up operations, and was credited with saving more than 200 lives. After sending multiple units to the Middle East in 1990, the Washington National Guard would see several units deploy to Bosnia, Hungary and Kosovo as part of the Operation Joint Endeavor in 1997 and 1998. Guardsmen would also be part of a handful of major state missions including Firestorm ’94, Makah Whaling Days in 1998 and the World Trade Organization Riots in the winter of 1999. On Sept. 11, 2001, the world would change forever when terrorists hijacked commercial jet planes and crashed them into the World Trade Towers in New York City, the Pentagon and a field in Pennsylvania. Since then, there have been more than 13,000 deployments completed by Washington National Guardsmen to support Operations Iraqi Freedom and Enduring Freedom – including multiple deployments for the 3,000 members of the Washington Army National Guard’s 81st Brigade Combat Team. Even with multiple federal deployments, our Guardsmen have answered every call to serve during Washington state disasters, including floods (2007, 2009, 2017), wildfires (2000, 2001, 2006, 2012, 2014 and 2015, 2017), snow storms (2009, 2019), earthquakes (2001), and the devastating State Route 530 Landslide in Snohomish County during the spring of 2014. Additionally, our Guardsmen helped other states in the response to Hurricanes Katrina, Rita (2005) and Maria (2017).

WASHINGTON MILITARY DEPARTMENT WASHINGTON YOUTH ACADEMY In 1993, Congress authorized a three-year test program called the National Guard Youth ChalleNGe Program to give troubled youth the opportunity to turn their lives around. A voluntary, preventive program, the National Guard Youth ChalleNGe Program (NGYCP) helps young people improve their life skills, education levels and employment potential. The program was authorized by the Washington Legislature as an alternative education service provider in 2008 with the passage of House Bill 1646. Since 2009, the Academy has graduated more than 2,800 cadets and has become a leader in the nation, consistently graduating more students than the National Guard Bureau’s target number. The school has also gained national recognition as one of the best Youth ChalleNGe Programs in the country.


In 1941, the Legislature created the Washington State Defense Council to help coordinate statewide and local activities related to national and state defense. The powers and duties included, in part, to coordinate with national defense and other state organizations, advise the governor, and adopt and amend rules. The law also provided that the governor could create local (political subdivisions) councils of defense. In 1951, the Legislature passed the Washington Civil Defense Act, rescinded the Law of 1941, and created the Civil Defense Agency in the Governor’s Office. The law also created the Civil Defense Council. The council consisted of seven to 15 members, was chaired by the governor and had rule making authority and responsibility for preparing comprehensive plans. In 1974, the name of the Civil Defense Agency was changed to Emergency Services Department and the Civil Defense Council changed to the Emergency Services Council. Both remained under the Executive Branch.

In 1984, the name of the Emergency Services Department was renamed as the Department of Emergency Management. Two years later, the Department of Emergency Management was abolished, and the emergency management function was transferred from the Governor’s Office to the Department of Community Development. Authority was transferred from the governor to the director of the Department of Community Development. In 1995, the emergency management function was transferred again to become a division of the Military Department, which is where it presently remains. Part of the move to the Washington Military Department was the brand new Emergency Operations Center, a multi-million dollar facility that would modernize EMD. In March of 1997, EMD held a ground breaking ceremony on Camp Murray for the new 28,000-square-foot facility. The new building replaced an outdated 1,300-square-foot facility in Olympia, providing Emergency Management with the ability to expand during major catastrophic events like the State Route 530 Landslide, when the everyday staff doubled from 100 personnel to 200 personnel for more than a month.

ORGANIZATION HISTORY WASHINGTON STATE GUARD The Washington State Guard traces its history back to 1855 when the Washington Territorial Legislature enacted the first law creating the organized militia. After Washington became a state, it created its state militia in 1890. The Washington State Militia served in the Philippines during the Spanish American War of 1898 – 1899, and was exclusively under state control until 1903 when the Washington National Guard was formed and placed under both federal and state control. During World War I, the state-controlled Washington State Guard was reborn. The Third Infantry Regiment consisting of 16 companies, a medical detachment and a machine gun company, was formed in principal cities throughout Washington. After World War I, the WSG was disbanded. In 1940, more than a year before the U.S. entered World War II, the Washington State Guard was reestablished with an Infantry Brigade and two Regiments. During World War II the WSG was used to guard vital installations and to patrol the coast lines. As an invasion of the U.S. mainland became less apparent, the role shifted to disaster assistance and civil defense. In 1947, the WSG was again disbanded. In May of 1960, Washington Gov. Albert Rosellini restored the Washington State Guard to augment the Washington National Guard as an additional internal security force for the state and to replace Washington National Guard soldiers and airmen when they’re called into active federal service. The WSG has been serving continuously since then, supporting the Washington Military Department in a variety of missions and assignments.


In 1853, President Millard Filmore signed the Organic Act creating the Washington Territory and appointed Maj. Isaac Stevens as the first Territorial Governor and Commander-in-Chief of the Territorial Militia. In 1855, the Washington Territorial Militia members informally mustered under the direction of the territorial government in support of the local Indian uprisings. 1855 -1898 1855-1856 - James Tilton 1857 - Isaac Ebey 1857-1862 - Franklin Matthias 1863-1866 - George Gallagher 1867-1869 - Amos Tripp 1869-1873 - William Huntington 1873-1879 - Frank Guttenberg 1879-1880 - Andrew Slorah 1881-1882 - M.R. Hathaway 1882 - P.B. Johnson 1883-1895 - R.G. O’ Brien* 1897-1898 - F.A. Boutelle 1897-1898 - J.E. Balbine 1898 - William Canton

1898 - 1965 1898-1901 - Edward Fox 1901-1906 - James Drain 1906-1909 - Otis Hamilton 1909-1911 - George Lamping 1911-1914 - Fred Llewellyn 1914-1918 - Maurice Thompson** 1918-1919 - Harvey Moss 1920-1941 - Maurice Thompson** 1941-1945 - Walter Delong 1945-1947 - Maurice Thompson** 1947-1949 - Ensly Llewellyn 1949 - Ellsworth French 1949-1957 - Lilburn Stevens 1957-1965 - George Haskett***

Maurice Thompson, Adjutant General 1914-1918, 1920-1941, 1945-1947

1965 - Current 1965-1978 - Howard McGee 1978 - Wayne McDaniels 1978-1981 - Robert Collins 1981-1985 - George Coates 1985-1989 - Keith Eggen 1989-1999 - Gregory Barlow 1999-2012 - Timothy Lowenberg 2012-Current - Bret Daugherty

* - R.G. O’ Brien was the adjutant general when Washington became the 42nd state in the Union. ** - Maurice Thompson was the adjutant general three times in his career, serving a total of 27 years as the adjutant general, including 21 years between World War I and World War II. *** - George Haskett was the last adjutant general to live on Camp Murray.


2020 OVERVIEW Employees of the Washington Military Department have been at the center of the COVID-19 response since the beginning, helping the state Department of Health with pandemic planning before COVID-19 was even on the national radar and helping with logistics, operations and planning support as the response became ever critical. Soldiers and Airmen of the Washington National Guard have helped with testing sites, in food banks and even in call centers serving as virtual detectives in tracking where the virus spreads. In all, 2020 presented new challenges and incredible successes for each and every division of the Washington Military Department, which used flexibility and innovation to continue to effectively serve our state and nation under trying circumstances.

COVID-19 Pandemic Response The Emergency Management Division activated the State’s Emergency Operations Center when a Snohomish County man tested positive for the novel coronavirus in late January. Given it was the first positive case in the nation, the Washington Military Department became one of the centerpieces for the state’s critical response to COVID-19. Before the virus had wide-spread transmission and general public awareness, personnel with the Washington National Guard and Washington Emergency Management Division assisted the state Department of Health with pandemic planning, logistics and operations support. Within days, the State Emergency Operations Center (SEOC) went from a partial activation which included officials from the state Department of Health and external affairs, to a full activation with the incident management team from DOH working out of the SEOC. The SEOC supervisor activated nearly every emergency support function, and personnel from FEMA and the US Coast Guard also arrived to assist. Every corner of the SEOC was occupied. Staff worked 12-hour shifts to ensure resource requests from local jurisdictions were met. Elsewhere on Camp Murray, communications staff from more than a dozen state agencies located together to form a Joint Information Center. JIC staff helped respond to dozens of media requests, and conducted media briefs nearly daily.

For a few days at the end of February and beginning of March, teams from Health, Emergency Management and other state agencies came together to help craft and strategize for some of the non-pharmaceutical interventions that would help guide the state in the months to come. Vice President Mike Pence visited Camp Murray with elected officials from Washington to discuss next steps and strategies to bend the curve of the outbreak. By the second week of March, restaurant doors were closed. Schools were shut down. People were told to stay home unless they were going out for an essential service, such as shopping for groceries. Employees at the Washington Military Department were given unprecedented access to teleworking and told to stay home if they could. Those working the response, who were unable to telework at the time, were subjected to temperature checks and health screenings before entering the SEOC to avoid a possible outbreak.

As COVID-19 continued to spread, Brig. Gen. Bryan Grenon, the land component commander, was activated as a Dual-Status commander, and the Guard stood up the Homeland Response Force to manage the National Guard’s response. A Soldier with 1st Battalion, 161st Infantry Regiment monitors a street in downtown Bellevue Wash., June 1, 2020. (U.S. National Guard photo by Sgt. Alec Dionne)

Immediately, the Washington National Guard began supporting food banks, as many locations saw the need for food grow while the number of volunteers able to work quickly shrink. By year’s end, the Guard had assisted with the processing, packaging and distribution of more than 71 million pounds of food across the state.

While food bank support was critical, so was the need for COVID testing, which became an important step in reducing transmission of the virus. The National Guard stepped up to provide trained professionals to set up and help operate community-based test sites. Another team of Guard members worked at the Department of Health warehouse assembling test kits to get out to the counties. By the end of December, the Guard helped assemble more than two million test kits. As the state continued to work toward slowing and preventing the spread of COVID-19, members of the Washington National Guard helped support the state’s Department of Health with voluntary COVID-19 mapping.

Meanwhile, staff with the logistics division at the SEOC had the herculean task of sourcing personal protective equipment (PPE) like surgical masks and gloves at a time when the need globally was so demanding suppliers couldn’t keep up. Even in June, months into the activation, just a fraction of the $411 million in equipment ordered at the beginning of the response had arrived, according to statistics provided by the state Joint Information Center. Meantime, the SEOC created a business and infrastructure branch specifically devoted to helping businesses navigate the complicated nature of the pandemic. With businesses shut down to slow the spread of COVID-19, the state saw a record number of unemployment claims. Organized criminals also spotted an opportunity to take advantage of the state’s unemployment benefits. Over the course of a couple of weeks, overseas thieves made off with as much as $600 million in

Tech. Sgt. Sheryl Lomonaco, Washington Nationa Guard Joint Force Headquarters, packs food boxes at the Food Lifeline Covid Response warehouse April 23, 2020 in Seattle, Wash. (Air National Guard illustration by Master Sgt. Tim Chacon)

fraudulent unemployment claims.

As a result, Washington’s Employment Security Division, which manages the state’s unemployment benefits, froze thousands of accounts. This caused a financial hardship for those who truly needed the weekly benefit after being laid off from their fulltime jobs. While ESD continued to recoup the stolen funds, it asked the Washington National Guard to help with its efforts to eliminate the backlog of claims and ultimately, ensure those who needed and qualified for unemployment benefits received them. In one month, the Washington National Guard helped clear the backlog of claimants.

Youth Academy As schools across the state began to close their doors due to the pandemic, the Washington Youth Academy had a full class of cadets residing on campus. The class was able to hold out until March 15 when the decision was made that cadets had to go home, too. Within a week, all of the cadets were provided laptops and online accounts so they could continue to learn from home. And while the class would have ended in July, due to the difficult conditions, cadets were given an extended period of time into the fall to complete their work. Come December, cadets from the Class of 2020 were celebrated with a graduation ceremony at a drive-in theater. Those who couldn’t come in person, could stream the ceremonies online. Now, following strict safety and health protocols, the Washington Youth Academy has begun accepting students and preparing for


2020 OVERVIEW in-person instruction on campus starting in January. Physical barriers have been installed in areas where social distancing isn’t possible. Staff and cadets will use masks and other personal protective equipment. And protocols are put in place so that commonly touched surfaces are disinfected frequently as well as changing the flow of staff access and movement across the facilities to reduce the risk of exposure.

Civil Unrest As the response to COVID-19 continued, another crisis developed following the death of George Floyd while in police custody in Minneapolis, Minnesota. Calling for the end to police brutality and racism, thousands of peaceful protestors filled the streets across the nation. When the sun went down, however – messages of hope and change devolved into chaos and destruction. Military Department personnel, already activated for the pandemic response, pivoted to help provide local law enforcement agencies across the state with needed resources.

Between May 30 and June 10, more than 1,100 Guard members were activated to support law enforcement officers in Seattle, Spokane, Tacoma, Bellevue and other parts of King and Pierce County. More than 1,500 Guardsmen received training and were ready to support as needed. “It had been 20 years since we last were called to support a civil unrest mission. Let’s hope it is at least another 20 years before this happens again,” said Maj. Gen. Bret Daugherty, the adjutant general.

Washington Youth Academy Graduates Anthony Herrera (left) and Jimenez Barragan poses for a photo on WYA Graduation day on December 19, 2020. (Photo by Steven Friederich)

“But we are ready when and if needed.”

While planning occurred to support again in November following the presidential elections, the Guard was not activated. Wildfire Support What had been a relatively routine wildfire season abruptly changed over Labor Day Weekend, when strong winds and hot temperatures combined to fuel massive wildfires across the state. On Sept. 7th, more than 300,000 acres burned, the most ever in a single day. Once again, Military Department employees, already stretched from working multiple responses in the SEOC, were asked to work around the clock to monitor resource requests and assist local jurisdictions. Our logistics team also supported requests from the state of California which came through the Emergency Management Assistance Compact. Meanwhile, two Washington National Guard helicopter crews from 96th Aviation Troop Command immediately deployed to Omak, supporting the firefighting efforts on the Palmer Fire.

“We have people that actively volunteered to support the firefighting mission,” said Chief Warrant Officer 3 Travis Marzolf, a pilot with Charlie Company, 1st Battalion, 140th Aviation. “This is why they are in the Guard because these missions are important.” Marzolf and flight crews were busy through August and September, hopping from the Palmer Fire to the Evans Canyon Fire in Kittitas County. They also supported wildfire fighting efforts in Western

Washington at the Mima Fire in Thurston County and the Sumner Grade Fire that threatened homes and businesses in Sumner and Bonney Lake.

In September, an additional 80 airmen and soldiers were activated to support the Washington Department of Natural Resources response to growing fires near Davenport and the Colville Reservation. In all, more than 100 homes were destroyed during the 2020 wildfire season, to include almost the entire town of Malden, WA. EMD staff worked to request Presidential Major Disaster Declarations to secure federal assistance to those who suffered devastating losses.

Election Support In August cyber professionals from the 252nd Cyberspace Operations Group assisted Washington’s Secretary of State’s office during the 2020 general elections. These airmen provided an additional level of support to the secretary’s office as they ensured that all votes were accurately counted in the state’s largest election.

Deployments A global pandemic, catastrophic wildfires and civil unrest didn’t relieve the Washington National Guard of its federal mission requirements. In March, soldiers from Bravo Company, 1st Battalion, 168th General Support Aviation deployed to Afghanistan, followed in July by soldiers from Det. 1, Golf Company, 1st Battalion, 168th General Support Aviation, who deployed to Kosovo. Soldiers from the 156th Information Operations Battalion and 341st Military Intelligence Battalion continued to deploy teams to the Middle East in support of on-going operations. Federally, airmen from the 141st Air Refueling Wing continued to take the fight to our enemies and deployed 177 airmen in support of combatant commands. Airmen from the 194th Wing continued to deploy in support of combatant commands across the globe, taking part in everything from construction projects to supporting special operations personnel in close combat.

Going Virtual In the late fall and early winter months, the number of positive COVID cases began to sharply increase again, requiring the agency to double down on its efforts to manage in a virtual environment. As the response drug on, many employees found it was necessary to work both their regular jobs while supporting efforts related to the pandemic. For instance, personnel from the state Finance Department processed not just regular payments for the agency, but also COVID-19 related issues. Employees across public assistance are working on issues involving the Malden fires as well as the pandemic. Most of the state Emergency Operations Center went virtual – a first for the agency, thanks to the efforts of the IT Department. And many mandated trainings, like New Employee Orientation led by the agency’s Human Resource Offices, moved to an online format. Additionally, the regular employee town hall meetings conducted with agency heads and TAG turned into virtual meetings with employees asking dozens of questions online – more than even if they were meeting in person. Some National Guard units even did “tele-drills,” giving soldiers a chance to work, think, plan and act in an unfamiliar environment Emergency Management personnel have also led the charge with virtual meetings with stakeholders and the public. There were six preparedness webinars, which attracted hundreds of people during live sessions and thousands more views after posted to YouTube.

The Great Washington ShakeOut also went virtual, attracting just shy of 1 million participants.

Private 1st Class Daria Aleshina digs a fire line during wildfire training on Joint Base Lewis-McChord, Wash. on June 13, 2020. (U.S. National Guard photo by Joseph Siemandel)


Anacortes Armory Boeing Field Armory Buckley Armory Bremerton Armory Bremerton Readiness Center Camp Murray (CM) Pierce County Readiness Center Centralia Armory Ephrata Armory Fairchild Air Force Base (FAFB) Armed Forces Reserve Center Geiger Field Grandview Armory Joint Base Lewis McChord (JBLM) Aviation Readiness Center Information Operations Readiness Center Western Air Defense Sector Kent Readiness Center Longview Armory Marysville Armed Force Reserve Center Montesano Armory Moses Lake Armory Olympia Armory Pasco Armory Puyallup Armory Redmond Armory Seattle Readiness Center Sedro Woolley Field Maintenance Shop Snohomish Armory Spokane Readiness Center Vancouver Armed Forces Reserve Center Walla Walla Armory Wenatchee Armory Yakima Readiness Center Yakima Training Center (YTC) YTC Armed Forces Reserve Center

Army Army Army Youth Academy Army Air / Army Army Army Army Air / Army Army Army Army Air / Army Army Army Air Army Army Army Army Army Army Army Army Army Army Army Army Army Army Army Army Army Army Army

2219 M Ave., Anacortes, WA 98221 6736 Ellis Ave. S, Seattle, WA 98108 455 N River Ave., Buckley, WA 98321 1211 Carver St., Bremerton, WA 98312 1211 Carver St., Bremerton, WA 98312 Camp Murray, Tacoma, WA 98430 Bldg. 80, Camp Murray, Tacoma, WA 98430 309 Byrd St., Centralia, WA 98531 426 A St. SE, Ephrata, WA 98823 Fairchild Air Force Base, WA 99011 300 E. Eaker Ave., Fairchild Air Force Base, WA 99011 8700 Elecrtic Ave., Spokane, WA 99224 1313 Wine Country Rd., Grandview, WA 98930 Joint Base Lewis McChord, WA 98433 Bldg. 6224, Joint Base Lewis McChord, WA 98433 Bldg. 6205, Joint Base Lewis McChord, WA 98433 852 Lincoln Blvd., McChord AFB, WA 98438 24410 Military Rd. S, Kent, WA 98032 819 Vandercook Way, Longview, WA 98632 13613 40th Ave NE, Marysville, WA 98271 21 Clemons Rd. N, Montesano, WA 98563 6500 32nd Ave. NE, Moses Lake, WA 98837 515 Eastside St. SE, Olympia, WA 98501 127 W Clark St., Pasco, WA 99301 622 4th Ave SE, Puyallup, WA 98372 17230 NE 95th St., Redmond, WA 98052 1601 W Armory Way, Seattle, WA 98119 1805 Thompson Drive, Sedro Woolley, WA 98284 1501 Ave. D, Snohomish, WA 98290 1629 North Rebecca Street, Spokane, WA 99217 15005 NE 65th St., Vancouver, WA 98682 113 S Colville St., Walla Walla, WA 99362 1230 5th St., Wenatchee, WA 98801 2501 Airport Ln., Yakima, WA 98903 970 Firing Center Rd. Yakima, WA 98901 1221 Firing Center Rd. Yakima, WA 98901

AT A GLANCE EMPLOYEES BREAKDOWN The Washington Military Department is made up of state civilians, full-time and traditional part-time members of the National Guard.

Total # of Employees - 8,661

Army National Guard - 6,050 (Authorized manning) Part-Time - 5,012 Full-Time - 1,038 (531 Active Guard Reserve, 423 Title 32 Federal Tech., 84 Title 5 Federal Tech.) Air National Guard - 2,101 Part-Time - 1,375 Full-Time - 726 (323 Active Guard Reserve, 367 Title 32 Federal Tech., 36 Title 5 Federal Tech.) State Employees - 357 Emergency Management Division - 89 Washington Youth Academy - 62

EMPLOYEES POPULATION BY COUNTY 1,000 OR MORE 750 - 1,000 500 - 750 250 - 500 250 OR LESS



Maj. Gen. Bret Daugherty The Adjutant General

Brig. Gen. Dan Dent Asst. Adjutant General - Army

Col. Gent Welsh Commander - Air National Guard

Command Sgt. Maj. Bruce Ecclestone Senior Enlisted Leader

Command Sgt. Maj. Eric Honeycutt State Command Sergeant Major

Chief Master Sgt. Marvin Boyd Senior Enlisted - Air

Robert Ezelle Emergency Management

Amy Steinhilber Youth Academy

Brad Klippert Washington State Guard


Col. Dan Brewer WMD Chief of Staff

Regan Hesse State Finance

Mark Glenn State Information Technology

Karina Shagren Communications

Nancy Bickford Intergovernmental Affairs & Policy

Laura Drybread State Human Resources

Lt. Col. Lita Rakhra Camp Murray Garrison Command

Adam Iwaszuk Construction Facilities & Maintenance



Robert Ezelle

Jason Marquiss

MISSION OF EMERGENCY MANAGEMENT DIVISION The Washington State Emergency Management Division (EMD) leads and coordinates mitigation, preparedness, response and recovery in Washington State to minimize the impacts of disasters and emergencies on the people, property, environment and the economy.

EMD’s major business operations include the Cyber Security and Critical Infrastructure Unit, State E911 Coordination Office (SECO) Unit, the Operations Unit consisting of the Preparedness, Response, and Mitigation and Recovery Sections and the Financial Operations Section. EMD delivers more than 30 separate homeland security and emergency management programs that support stakeholders across the whole of government (tribal, federal, state and local) that benefit the whole community and focus priorities with our emergency management customers. EMD operates the State Emergency Operations Center (SEOC) located at Camp Murray. The SEOC is the state’s central location for issuing alerts and warnings of impending emergencies and disasters, information gathering, disaster analysis and response coordination. EMD coordinates the state’s response activities with other state agencies via those agencies’ liaisons to the SEOC.

Vice President Mike Pence addresses the staff at the State Emergency Operations Center prior to holding a press conference regarding the COVID-19 outbreak in Washington State on March 5, 2020. (Photo by Steven Friederich)

PREPAREDNESS GRANTS The Preparedness Grants Section (PGS) managed seven federal grant programs totaling 21 awards equaling $79,679,444 in preparedness funding (depicted in Figure 1-Funding by Grant Program). The preparedness grant funding was administered to 106 subrecipients, comprised of tribes, state agencies, counties, cities, and nonprofit organizations, through 424 agreements (depicted in Figure 2-Grant Funding by Recipient Type). This funding supports the five National Preparedness mission areas (prevention, protection, mitigation, response, and recovery) through investments in the homeland security solution areas (planning, organization, equipment, training, and exercise) and the management and administration costs required to administer the grant programs statewide. The PGS-managed federal grant programs are described below:

Emergency Management Performance Grant (EMPG): The EMPG program supports a comprehensive, all-hazards emergency preparedness system by building and sustaining the core capabilities contained in the National Preparedness Goal. Additionally, in response to the COVID-19 pandemic, FEMA provided funds through the EMPG COVID-19 Supplemental (EMPG-S) to assist with preventing, preparing for, and responding to the COVID-19 public health emergency. Note: Open grant awards included federal fiscal years 19EMPG ($7,409,645), 20EMPG ($7,550,758), and 20EMPG-S ($2,126,974). Hazardous Materials Emergency Preparedness (HMEP) Grant Program: The purpose of this grant program is to increase state, territorial, tribal, and local

effectiveness in safely and efficiently handling hazardous materials transportation incidents and to enhance implementation of the Emergency Planning and Community Right-to-Know Act of 1986 (EPCRA). Note: Open grant awards included federal fiscal year 16HMEP ($1,100,305) and the first and second year installments of the 19HMEP award ($579,679).

Homeland Security Grant Program (HSGP): The HSGP supports state and local efforts to prevent terrorism and other catastrophic events and to prepare the Nation for the threats and hazards that pose the greatest risk to the security of the United States. The HSGP is comprised of three subprograms based on risk-driven, strategic plans that outline high-priority needs relating to terrorism preparedness: State Homeland Security Program (SHSP), Urban Area Security Initiative (UASI), and Operation Stonegarden (OPSG). Additionally, under SHSP and UASI, FEMA introduced funding minimums across four national priority areas with the objective of reducing the risk posed by terrorism. The areas include enhancing cybersecurity, enhancing the protection of soft targets/crowded places, enhancing information and intelligence sharing and cooperation with federal agencies, and addressing emerging threats. Furthermore, election security projects and a Fusion Center project were supplementary requirements. SHSP: The SHSP assists state, tribal, territorial, and local preparedness efforts to build, sustain, and deliver the capabilities necessary to prevent, prepare for, protect against, and respond to acts of terrorism. Note: Open grant awards included federal fiscal years 17SHSP ($6,476,000), 18SHSP ($6,208,000), 19SHSP ($7,000,000), and 20SHSP ($6,731,000). UASI: The UASI program assists high-threat, highdensity Urban Areas in efforts to build, sustain, and deliver the capabilities necessary to prevent, prepare for, protect against, and respond to acts of terrorism. Note: Open grant awards included federal fiscal years 17UASI ($5,180,000), 18UASI ($5,000,000), 19UASI ($6,000,000), and 20UASI ($6,250,000).

OPSG: The OPSG program supports enhanced cooperation and coordination among Customs and Border Protection, United States Border Patrol, and federal, state, local, tribal, and territorial law enforcement agencies to improve overall border security. Note: Open grant awards included federal fiscal years 17OPSG ($1,548,851), 18OPSG ($2,580,000), 19OPSG ($2,581,281), and 20OPSG ($2,676,838).


EMERGENCY MANAGEMENT DIVISION Nonprofit Security Grant Program (NSGP): The NSGP supports target hardening and other physical security enhancements and activities for nonprofit organizations that are at high risk of a terrorist attack. The program is also designed to promote coordination and collaboration of emergency preparedness activities among public and private community representatives, as well as state and local government agencies. Note: Open grant awards included federal fiscal years 17NSGP ($123,000), 18NSGP ($933,510), 19NSGP ($696,700), and 20NSGP ($1,327,208).

State and Local Implementation Grant Program (SLIGP): The SLIGP is a formula-based grant program to assist states, in collaboration with regional, tribal, and local jurisdictions, with performing activities related to planning for the establishment of a nationwide public safety broadband network. Note: Open grant awards included federal fiscal year 18SLIGP ($700,000).

In 2020, PGS also provided ongoing technical assistance to tribal nations, state agencies, local governments, and nonprofit organizations to facilitate a cooperative approach to grant application development, programmatic assessments, and investment justifications. PGS staff faced unprecedented challenges due to the abrupt shift to telework with the onset of the COVID-19 pandemic. Existing processes to include subrecipient monitoring had to be retooled to accommodate the changing environment and other priorities such as response to the pandemic while still ensuring subrecipients were compliant with federal and state grant requirements, grant management assistance was available where needed, and funding was available as needed. The 2020 objectives of continuing improvement to customer service through subrecipient monitoring, increasing grant procedural efficiency, and building a framework to document funding prioritization through capability outcomes continue to be relevant for 2021.

CYBER SECURITY AND CRITICAL INFRASTRUCTURE 2020 activities focused on support of the statewide COVID-19 response, elections security, and cyber incident response. Additional activities included outreach, collaboration, and integrated policy, planning and exercise activities with the private, public, tribal and critical infrastructure/key resource (CIKR) sectors to enhance statewide significant cyber incident preparedness. Major accomplishments included:

- Responding to separate cyber incidents with responses ranging from standing up a cross-government coordination team to full activation of the Cyber Unified Coordination Group. - Coordinating with the Association of County and City Information Systems (ACCIS) working group on ways to converge efforts on cybersecurity. - Participated in the Washington State Elections Cyber Tabletop Exercise (TTX)

- Served as a member of the Washington State Elections Security Task Force - a task force that includes federal, state, and local partners collaborating to ensure a safe and fair election in 2020. - Member of the WA State Healthcare Security workgroup (a coordinated State / Federal / Healthcare Partnership)

Private Sector & Critical Infrastructure Programs

- Participated in seven Washington-based speaking events focused on building business resilience aimed at COVID-19 pandemic resources. Speaking events were hosted by a range of business organizations with members from small to medium sized businesses, BIPOC communities and lifeline sectors. - Presented during three FEMA National Business Emergency Operation Center calls to share Washington COVID-19 response updates and best practices.

- The Business and Infrastructure Branch (BIB) coordinated lifeline sector supply chain discussions, hosted weekly meetings from March through May with the grocer industry, and supported distribution of more than 4,000 donated infrared thermometers to businesses in need. - BIB along with Governor’s Office stood up the Business Response Team to answer essential business inquiries as new COVID-19 business guidance were released.

- State Critical Infrastructure Partners, through BIB and ongoing monthly calls, coordinated COVID-19 response, offered expertise on essential workforce guidelines and needs, and shared pertinent information with industry partners.

- Continued to participate in the Cyber Security and Infrastructure Security Agency (CISA) Regional Resiliency Assessment Program (RRAP) on two statewide assessments. Both look at post-Cascadia subduction zone earthquake scenarios with one focused on potable water availability and the second focused on airfield impacts for potential staging areas. - Joined and participated in the ongoing Western Petroleum Shortage Response Collaborative project.

- Started a daily Private Sector Advisory to inform partners of State response activities, training opportunities, and frequently requested resources.

Washington Emergency Management Division’s E911 Unit poses for a photo aer being recognized by the Adjutant General during the agency award ceremony in October. (

STATE E911 The State Enhanced 911 Coordination Office (SECO) works with counties, other governmental entities and 911 service providers to ensure that 911 is available and operational statewide. The SECO uses state 911 excise taxes to provide for the statewide 911 system and to assist counties that are unable to fully fund 911 operations with their own local excise tax collections. The statewide 911 system handled nearly seven million calls and texts to 911 last year.

Next Generation 911

SECO completed its transition to a new Next Generation 911 (NG911) Emergency Services IP Network (ESInet). The ESInet is the keystone of the state’s entire 911 system and transports calls and texts from the call-maker’s service provider to the Public Safety Answering Point (PSAP). The new ESInet was built based upon the National Emergency Number Association (NENA) standards and includes features that will significantly improve citizens’ access to emergency services through a much more reliable, resilient and efficient network, which includes extensive cyber-security. ESInet will be accessible to all types of devices/methods used for contacting 911 and will be compatible across the state as well as interstate/internationally. NG911 capabilities allow PSAPs to receive not only voice, but also text, data, imagery and nearly any other method of contacting 911 that could be developed in the future. The new system employs the latest technology for call routing validation and geolocation to assist telecommunicators more accurately assess a caller’s location. SECO is working with the state’s 39 counties and over 60 PSAPs to employ integrated Text-2-911 statewide which should be completed by the end of 2021.

911 Cost Study

The SECO completed a detailed study on the costs of 911. This study was directed by the Legislature and will look at the true costs of 911 operations throughout the state, the difference between cost and current revenue, and any potential efficiencies that could be incorporated to improve the system or costs.

911 Training

The 911 training section continues to provide positive timely training for the counties and stakeholders. Due to COVID-19 the training section was able to pivot and successfully deploy a new on-line learning platform earlier than it would have normally. This new platform has 11 organizations signed up with 300 users and two courses currently published. They also modified in-person training to successfully conduct safe classes that followed all DOH recommendations once in person learning was allowed. In total they taught six Telecommunicator 1 courses, six Telecommunicator 2 courses and four Communications Training Officer courses.


EMERGENCY MANAGEMENT DIVISION OPERATIONS UNIT PREPAREDNESS SECTION The Preparedness Section is responsible for all Planning, Training, Assessments and Exercises and the Hazardous Materials and Continuity Program.

Planning Team: The Planning Team is responsible for developing the state’s emergency plans in coordination with our partner state agencies. Emergency plans include the all-hazards Comprehensive Emergency Management Plan (CEMP) and annexes detailing the Emergency Support Functions and the Catastrophic Incident Annex. The team provides expert emergency planning assistance to local government, state agencies, and Tribal Nations by reviewing their plans for consistency with our tiered evaluation checklist, providing direct technical assistance, and developing tools to assist in the development of emergency plans. Finally, the team serves in the State Emergency Operations Center (SEOC). In this extraordinary year, the planning team has dedicated more than 8,000 person-hours to emergency activations in support of the COVID-19, flooding, civil unrest and wildfire responses. Below are some of the major accomplishments and significant events for 2020:

- Launched a new Planning Resources page on the EMD website (https://mil.wa.gov/planning-resources). The Planning Resources page contains several resources developed by our team to assist local government, state partners, and Tribal Nations to develop emergency plans. Those tools include: o A copy of the Tiered CEMP Evaluation Checklist; o A Planning Engagement Guide – a tool to help users develop and maintain emergency plans by synthesizing a suite of relevant federal guidance along with other best practices; o New ESF templates arranged by core-capabilities; o CEMP Functional Annex Templates; o Limited English Proficiency (LEP) plan templates; and o Core Capability Development Sheets that provide tools in the areas of planning, training, and exercises to address identified capability gaps. - Launched the first in a series of educational videos (https://mil.wa.gov/planning-resources) focused on our planning resource tools. The first series focuses on the Tiered CEMP Evaluation Checklist. The next series will address the use of the Planning Engagement Guide. - The team continued to provide planning support in a virtual environment by completing six informal plan reviews, four plan transfers to the new CEMP or Annex core-capability based format, and several other virtual planning assistance activities throughout the year. - With the support of EMD leadership, all CEMP due dates were postponed for one year due to the ongoing COVID response.

- The team continues to move forward with the State’s catastrophic planning efforts including the resumption of the Statewide Catastrophic Planning Team (SCIPT) meetings and supporting Cascadia Rising 2022 planning efforts.

Hazardous Materials Planning Program: Federal regulations in the Emergency Planning and Community Right-to-Know Act (EPCRA) require Local Emergency Planning Federal regulations for the Emergency Preparedness Community Right-to-Know Act (EPCRA) require Local Emergency Planning Committees (LEPC) to have a training program, exercise their plans at least once a year, review their plans on an annual basis, and update their plans every five years. These requirements enforce the basic emergency management concept of the planning cycle. The intent of the planning cycle ensures a process that continually improves plans and improves the response capabilities of local communities. To support the EPCRA planning process, the program specially helps LEPCs with the development and review of LEPC plans, contributes to LEPC training programs, and assists with LEPC exercises. The team prides itself on improving the number of deliveries to local stakeholders each year and was challenged to sustain the same level of support during the COVID-19 response. While many of our metrics are lower this year, the delivery of training, meetings, and technical support through virtual means allowed for more inclusion and continued delivery despite a full-time COVID response. The Hazardous Material Planning Team Major accomplishments for 2020 include: - In addition to providing planning assistance to LEPCs, all six members of the team supported the State Emergency Operations Center by working more than 5,000 hours to support COVID-19, flooding, civil unrest and wildfire activations.

- During 2020, 24 LEPCs continued to conduct planning meetings which met the federal planning requirements. An additional 12 LEPCs have developed plans currently under local review. - Assisted or delivered 12 statewide training classes on incident management. - Assisted in the development of 18 local exercises and workshops.

- Supported 92 LEPC outreach events and meetings in support of the LEPCs.

- Developed a survey that was sent to all Washington State LEPCs in December 2020 and will use feedback on future planning needs. -Although the 2020 Hazardous Material Workshop was cancelled, the Hazardous Material Planning Team is currently assisting the Training and Exercise Coordinator with the 2021 workshop that will include a virtual component.

While the 2019 LEPC-Tribal Conference was canceled due to the COVID-19 Pandemic, planning is underway for a virtual conference in 2021. The 2021 conference will host 100 local first responders and emergency managers and representatives from LEPCs in all HLS Regions as well as several Tribes. Continuity of Government (COG) Program: Substitute Senate Bill 5012: Continuity of Government, directed the Washington State Military Department, Emergency Management Division to provide information and education to state and local government officials regarding catastrophic incidents and continuity of government planning. During 2020 it was determined that a Continuity Program would be necessary to provide the best support for COOP/COG Planning. The team’s work on COG Planning and contributions to the development of an EMD Continuity Program set the stage for the creation of a new position. A Continuity Program Manager will be hired in 2021.

Assessment and Exercise Team: The Assessment & Exercise program staff provided internal (EMD) and external (stakeholder) emergency management assessment and exercise support throughout the year. Critical to enabling this success was the collaborative execution of the annual Integrated Preparedness Planning Workshop (IPPW) with local and state agency partners in August, which resulted in an updated Integrated Preparedness Plan (IPP) published in December. - Threat Hazard Identification Risk Analysis (THIRA)/State Preparedness Review (SPR); - Emergency Management Accreditation Program (EMAP); - State Exercise Program; - SEOC Geospatial Information System (GIS)/Common Operating Picture (COP); - Radiological Emergency Preparedness (REP) Program; - Technological Hazards Program; and - Strategic Planning Assessment Program - Threat Hazard Identification Risk Analysis (THIRA) / Stakeholder Preparedness Review (SPR): The THIRA/SPR enables EMD to assess the communities within Washington on their ability to assess, build, sustain and deliver the core capabilities and report the findings through a Unified Reporting Tool (URT) in support of the National Preparedness System (NPS).

The SPR process is a self-assessment of a jurisdiction’s current capability levels against targets identified in the threat and hazard identification and risk assessment (THIRA). EMD collects the information, analyses strengths and gaps, and then reports the findings. Heading into 2020, it was clear Washington needed an overhaul to the THIRA and SPR processes. In February 2020, we began the COVID-19 response, postponing many of our THIRA efforts for 2020. THIRA/SPR efforts focused on four new required core capability assessments and encouraged EMD and emergency management stakeholders to conduct the 2020 SPR. The 2020 SPR was completed assessing 15 primary core capabilities and 17 core capability additional functional areas.

Emergency Management Accreditation Program (EMAP): EMAP is a set of 64 standards by which programs that apply for EMAP accreditation are evaluated. The Emergency Management Standard (EMS) is designed as a tool for continuous improvement as part of the voluntary accreditation.

The initial accreditation submission was submitted in June 2019, and the EMAP Accreditation Team visited EMD to conduct interviews and review information later that month. In December 2019, WA EMD was awarded an EMAP “conditional” accreditation with 16 identified areas for follow up by September 2020 for “full” accreditation status. The COVID-19 response delayed the necessary work to update the identified and required plans needed for the “full” accreditation assessment. In August 2020, EMD submitted a request to the EMAP Commission for a six-month extension. This extension allowed state agency stakeholders and EMD to continue with our COVID-19 response while balancing the requirements for the programs and projects for EMAP. The EMAP Accreditation Assessment is scheduled to take place in February 2021 with a final close out date for Accreditation award on March 12, 2021.

State Exercise Program: The goal for the State Exercise Program is to minimize the impact of disasters on our communities, property, economy and environment in Washington state. This means leading a comprehensive and vertically integrated exercise program to ensure our first responders, emergency managers, government leaders, non-governmental partners and private citizens have the knowledge, skills and abilities needed to perform key tasks when disasters strike. The exercise program collaborates with FEMA Region X Exercise Division and the FEMA Integration Team for large scale state, regional and/or national level exercise initiatives, such as, Cascadia Rising. In 2020, the exercise design team began coordination efforts for the Cascadia Rising 2022 (CR22) Initial Planning Meeting (IPM), tentatively scheduled for March 2021. In November 2020, FEMA Headquarters (HQ) and FEMA Region X hosted the National Level Exercise (NLE) Spill of National Significance (SONS) Concept & Objectives (C&O) meeting. This exercise is embedded into and aligns with the CR22 exercise initiative. Both CR22 and the NLE SONS exercises will be an ongoing effort throughout 2021 and 2022. The Washington State Cabinet (Executive) Level Table-Top Exercises (TTX) were postponed due to the COVID-19 response.

Radiological Preparedness Program: The goal for the Radiological Preparedness Program is to establish authoritative policies in the event of a radiological emergency at a fixed facility in Washington State. The five following facilities in Washington state are required to maintain plans in the event of an emergency that could cause the release of materials from their respective sites: Energy Northwest’s Columbia Generating Station, DOE Hanford Site, Puget Sound Naval Shipyard / Naval Station Bremerton, Naval Submarine Base Bangor and Naval Station Everett.

USDOE awarded EMD with $733,195 for FFY2020, of which, as of October 2020, Washington Departments of Agriculture and Health, and to Benton, Franklin and Grant Counties collectively have expended all of the funding passed through to support their emergency preparedness activities. USDOE awarded EMD with $801,960 for FFY2021 for ongoing work to prepare for a potential radiological emergency from one or more of the twenty-two hazardous facilities on the Hanford Site. As of October 2020, Washington Departments of Agriculture and Health and Benton and Franklin Counties have expended $83,655 or 10.4 percent of the grant funding. EFSEC awarded EMD with $1,194,322 for SFY2020, of which, as of the end of SFY2020, the counties of Adams, Benton, Franklin, Grant, Walla Walla, and Yakima and EMD expended $1,1012,116 or 85 percent of the grant funding.

EFSEC awarded EMD with $1,219,137 for SFY2021, of which, as of October 2020, the counties of Adams, Benton, Franklin, Grant, Walla Walla, and Yakima and EMD expended $144,993 or 12 percent of the grant funding.

Strategic Planning Team: TThe Strategic Planning Program permits EMD to effectively respond to and recover from emergency incidents. This includes the ongoing work of planning, organizing, equipping, training and exercising coupled with a culture of innovation and continuous improvement. Due to the COVID-19 response, work on the EMD Strategic Plan was postponed. No further re-start activities and/or dates have been identified or revisited, as of the time of this update.


EMERGENCY MANAGEMENT DIVISION SEOC - Geospatial Information System (GIS) / Common Operating Picture (COP): The State Emergency Operations Center (SEOC) uses a GIS/COP web-based solution called the Washington Information Sharing Environment (WISE). This system is designed to provide a singular cross-functional/cross-disciplinary approach to effective situational awareness for key decision makers during times of emergency or crises. WISE was extremely useful in the collection of situational information during the initial response to COVID-19. The GIS/COP Program Manager coordinated with and brought in the Environmental Systems Research Institute (ESRi) which is a supplier of the ArcGIS platform of WISE. ESRi continues to assist with the streamlining of the capabilities of WISE allowing for more efficient operational coordination, operational communication, and public information and warning activities.

Training Team: The Training Team coordinates, hosts, facilitates, delivers, and assists in the delivery of preparedness and incident command training throughout Washington. The requirements for selection and certification of course instructors, maintenance of course materials, issuing of completion certificates, maintenance of the State Training Calendar, and hosting of the student course registration portal falls under the prevue of the Training Team. The team also assists with registration and virtual course hosting for local stakeholders when requested. The target audience for this program are local city, county, tribal, and state agency emergency management agencies, their customers, and other community response stakeholders. The program’s goal is to facilitate quality whole-community prevention, protection, mitigation, response, and recovery training. State Training Program major accomplishments: - Transitioned the Training Program to a virtual, instructor-led delivery model to promote preparedness training during the COVID-19 Pandemic. This delivery format included assisting local jurisdictions with platform and delivery advice as well as administrative support. - Coordinated, hosted, or directly facilitated the delivery of 115 preparedness courses for CY2020 with participation in these courses exceeding 700 students. - Maintained an instructor cadre of over 140 instructors with 5 instructors added in 2020.

- Training for stakeholders has included municipal governments, volunteer agencies, NGO’s, school districts, and Tribal first responders and leaders. - Granted Advanced Professional Series Certificates to two professionals that completed the requirements.

- Helped update and deliver the first Integrated Preparedness Planning Workshop (IPPW) which takes the place of the Training and Exercise Planning Workshop to better provide a holistic preparedness approach. This workshop was delivered by the Planning, Training, and A&E teams. The premise behind the nomenclature change was driven by a desire to complete the Preparedness Cycle by integrating an assessment of needs from the SPR and inclusion of the planning component in the workshop. The IPPW was hosted and conducted virtually with a greater turn out and more targeted approach to stakeholder groups than in previous years. Three breakout groups were hosted allowing for more stakeholder participation, reflection and inclusion into planning, training and exercise needs. - Updated and helped create the 2021 through 2023 Integrated Preparedness Plan based off of the 2020 IPPW.

- Positioned the training program to better support local jurisdictions and agencies in 2021 in light of the social distancing and safety measures required for training delivery.

Maximilian Dixon, Hazards and Outreach Program Supervisor for the Washington Emergency Management Division makes a guest apperance on the National Geographic show X-Ray Earth featured this fall on Disney+. Dixon joins others to discuss the work done in the area to help prepare for a potential tsunami following a Cascadia subduction zone earthquake.

RESPONSE SECTION The Emergency Management Division’s Response Section is responsible for the State Emergency Operations Center (SEOC) along with its Alert & Warning Center (AWC), as well as for the Search and Rescue, Logistics, and Emergency Workers Programs. 2020 was clearly defined by the COVID-19 pandemic, which on the one hand led to the cancellation of many of the Response Section’s in-person activities and on the other hand enhanced the SEOC’s continuity of operations capabilities in a virtual work environment. Alert and Warning Center (AWC): Staffed with two State Emergency Operations Officers (SEOO) 24/7, the AWC is the State’s primary warning point for natural disasters, technological disasters, and acts of terrorism. The AWC is equipped with numerous telephony-based, radio-frequency-based, and Internet-based communications and information technology systems. The SEOOs maintain situational awareness on current or imminent emergency and disaster situations across the state that may exceed local response and recovery capability/capacity or draw media attention.

As of December 3, 2020, the AWC has conducted notifications, alerts, warnings, and resource coordination for 4,252 incidents statewide. These include among others: - 2,252 hazardous materials incidents; - 1,016 search and rescue missions; - 227 reported fires that resulted in 22 State Fire Service Resource Mobilizations; - 6874 weather advisories, watches and warnings; and - 90 drills, three exercises, and 59 evidence searches.

Prior to the establishment of a Joint Information Center for the COVID-19 response, the AWC was the primary information hotline for the public. For almost two weeks, the AWC averaged 300 to 400 calls per day assisting county agencies and Washington residents with finding COVID-19 information and access to resources. State Emergency Operations Center (SEOC): The SEOC raised its activation level to Level 1 – Full Activation – on January 25 in response to COVID-19 and has remained at that activation level ever since. On February 29, the governor issued a statewide Emergency Proclamation, which was followed by a federal Emergency Declaration on March 13 and a Major Disaster Declaration on March 22. At the peak of this year’s response, the SEOC’s organizational structure consisted of Operations, Planning, Intelligence, Logistics, and Finance/Admin Sections along with Emergency Support Functions 1, 2, 3, 4, 5, 6, 7, 8, 11, 12, 13, 14, 15, and 20. A Unified Coordination Group was established, comprised initially of federal and state agency and later of state agency executives only, to provide policy direction to the response. A Joint Information Center was activated to coordinate public messaging for the Governor’s Office and state agencies. In the context of the COVID-19 response, the SEOC processed 17,305 resource requests from local jurisdictions, state agencies, and tribal nations. In addition to the ongoing COVID-19 response, the SEOC responded to 22 State Fire Service Resource Mobilizations, numerous instances of civil unrest, and a cyberattack on state government.

Search and Rescue (SAR) Program: As of December 1, the Alert & Warning Center coordinated resources for 1,016 search and rescue missions. The state Search and Rescue Coordinator’s office sponsored one search and rescue incident management course in January.

Logistics: The Logistics Section provides logistical response, planning, and training support to Washington State agencies, Tribal, County, and municipal emergency management agencies. Planning and training activities address resource needs analysis, evaluation, planning for future needs requirements, procurement, distribution, and other coordination of resources. Response activities are the coordination of resource needs and the management of International, Interstate, and Intrastate mutual aid. Resources may include emergency relief supplies, facilities, equipment, telecommunications, contracting assistance, transportation services, maintenance, and personnel. Accomplishments in 2020:

- Partnered with CISA, FEMA RX and WSDOT Aviation to evaluate staging areas with property owners, public officials, and local emergency management. Executed 11 Regional Resilience Assessments with CISA, Argon national Labs, and all site stake holders for selected airports across the state; - Met with the Fire Defense Council leadership to develop a plan to deploy fire resources to Oregon and California while sustaining in-state response operations. - Attended the second annual NEMA sponsored EMAC State Coordinators conference to further collaboration and system improvements with EMAC.

- Provided logistical support for a flood event in January and remained activated for the remainder of the year for COVID-19 and wildfire responses

- Initiated and/or maintained 180 IGAs and has directly contributed to the State being able to recoup deployment expenses from requesting states. - Five Command and General Staff to support Oregon from EMD staff.

- Processed a request to support Louisiana with National Guard resources.

- Sent resources to Oregon on two separate occasions and California on three occasions. These deployments included the coordination and contracting of 60 separate agencies for five EMAC deployments to support 4 Federally declared major disasters to two different states. - Trained four personnel to serve as the Logistics Section Chief and numerous personnel to fill response roles in logistics during activations. - Executed mutual aid training for Jefferson County and Olympic Region fire resources.


EMERGENCY MANAGEMENT DIVISION - Two of the four Designated Contacts for EMAC completed the newly released training this year; training is a 14-lesson class with a graded final event.

WebEOC: WebEOC is an Internet-based software system administrated by the Emergency Management Division to share emergency or disaster-related information with federal, state, local, and tribal agencies. Efforts are underway to integrate WebEOC into a common operating picture. Earlier this year, the system was upgraded to version including a significantly enhanced integration with geographic information systems. WebEOC has been enhanced to support mobile devices, such as tablets and smartphones. Socalled process permissions have been implemented enabling users to view statewide data while only being able to add or edit their own jurisdictions’ information. Extensive filtering functions allow users to quickly find pertinent information.

MITIGATION AND RECOVERY SECTION EMD’s Mitigation and Recovery Section oversees the division’s risk reduction and disaster recovery efforts. The section is comprised of hazard mitigation programs that include: mitigation and disaster recovery planning; plan reviews; mitigation grant administration; Hazards and Outreach Program; and the state’s Earthquake/Tsunami/Volcano programs. By helping communities plan for and fund risk-reduction efforts, these programs increase local resilience and reduce the impact disasters have on communities across the state.

A table with expenditures to date for the Public Assistance (PA), Fire Management Assistance Grant (FMAG), Human Services and Hazard Mitigation Grant programs for the most recent disasters is below. Public Assistance Grant Program (PA): EMD staff manage FEMA’s Public Assistance grant program, which provides grant funding to state, tribal, and local governments, and certain private, non-profit organizations to help them quickly respond to and recover from major disasters declared by the President.

The program provides grants on a cost-shared basis to help pay for debris removal, emergency protective measures, and repair or replacement of disaster-damaged infrastructure. It also provides assistance to protect damaged facilities from future events by funding hazard mitigation measures during the recovery process.

The federal share for the program typically is 75 percent of eligible costs, while the state (the Recipient) determines how the non-federal share of 25 percent is split between the state and impacted jurisdictions (Sub-recipients). EMD Public Assistance staff also manage the Fire Management Assistance Grant (FMAG) program.

Fire Management Assistance Grant (FMAG) Program: Fire Management Assistance is available to states, local, and tribal governments for the mitigation, management, and control of fires on publicly or privately-owned forests or grasslands, which threaten such destruction that would constitute a major disaster.

The Fire Management Assistance declaration process is initiated when a state submits a request for assistance to the Federal Emergency Management Agency (FEMA) Regional Administrator at the time a “threat of major disaster” exists. The Fire Management Assistance Grant Program (FMAGP) provides a 75 percent federal cost share and state agencies or local jurisdictions pay the remaining 25 percent for actual costs. Hazard Mitigation Planning and Technical Assistance: In 2020, staff continued to focus on implementing the goals and objectives outlined in the 2018 State Enhanced Hazard Mitigation Plan (SEHMP). Interagency communication and partnership around mitigation is among those goals, and this year we participated on numerous interagency groups to help build relationships and ensure the full integration of the SEHMP. These groups included the Disaster Resiliency Work Group, Washington Silver Jackets, Interagency Climate Adaptation Network, and the Climate Proviso Task Force (among others). Staff also continued to manage the Hazard Mitigation Working Group as the primary method for incorporating State agency input into our statewide mitigation efforts.

Staff also focused this year on using Building Resilient Infrastructure and Communities (BRIC) and Hazard Mitigation Grant Program (HMGP) funds to increase the prevalence of mitigation projects related to floods and wildfires. Although the traditional planning emphasis has been on catastrophic disasters (e.g., Cascadia Subduction Zone incident), our mitigation goals require that we cannot neglect to invest in resilience to less severe but more frequent incidents, such as floods and fires. While we don’t yet know which projects will be funded under BRIC 2020 or the current HMGP round, we did prioritize projects that will be nature-based, have multiple benefits, and improve our resilience to climate change while also mitigating hazards. Although the 2018 SEHMP is only two years old, we began work this year on a grant proposal for updating the SEHMP before it expires in 2023. The 2023 update will be the next evolution in our SEHMP, focusing on new and innovative ways of assessing hazard risk, stakeholder engagement, and mitigation strategy development. These ways include a reliance on quantitative natural hazard vulnerability analysis using state-of-the-art spatial analysis and GIS, as well as sophisticated statistical modeling. We worked this year to test, validate, and refine these methods using real-life natural hazard data (wildfire occurrences, in this case), and are already seeing exciting results. For example, we have discovered that the area within which the majority of our state’s largest wildfires occur has shrunk since 1970. In other words, the largest wildfires during the 1970s were more dispersed across the state, encompassing much of the mountainous and forested parts of Central and Eastern Washington, compared to the 2010s when a majority of large fires occurred in a small region centered around Chelan, Douglas, and Okanogan Counties. Next in our assessment will be to determine why this might be happening, as well as conduct similar studies of other natural hazards when possible. This quantitative method will help reduce the need for assumption-based mitigation planning by diving deeper into the troves of data we have available to us.

In 2020, we achieved our goal of having all 39 counties with either a FEMA-approved hazard mitigation plan or actively working toward one. While numerous plans will expire and get updated and approved in any given year, 2020 included updates to the state’s two largest mitigation plans: Pierce and King Counties. Although the ongoing response to COVID-19 complicated plan reviews and approvals, we were able to help King County get approval of its plan on 10/1/2020 and are actively providing Pierce County with ongoing technical assistance as the plan is submitted in sections. Other counties which received FEMA approval this year are Clallam, Douglas, Kitsap, Klickitat, Skagit, Spokane, and Whitman. Counties that currently have approved-pending-adoption status are Island and Snohomish. Hazard Mitigation Grant Program (HMGP): HMGP is a state-managed program made available by FEMA after Presidential Disaster Declarations and Fire Management Assistance declarations to fund cost-effective projects that reduce or eliminate the long-term effects of future disasters and increase community resiliency. In 2020, three new HMGP grant rounds became available to Washington, bringing the total number of open and ongoing HMGP rounds to 24. To date, these grants currently fund more than 150 pending or active local risk-reduction projects and planning efforts throughout the state, worth over $65 million in combined cost share funding (federal, state and local dollars). Washington ’s HMGP programs continue to focus on supporting local mitigation projects that address earthquake, flood, wildfire, tsunami, and landslide threats. FEMA’s HMGP Post Fire grant round was worth $8.4 million in 2020 and will help fund several new risk-reduction projects over the next five years as FEMA issues the grant awards (proposals still under review). The HMGP Post Fire program has allowed Washington


EMERGENCY MANAGEMENT DIVISION to prioritize and fund important pre- and post-wildfire mitigation projects in our most at-risk areas, especially Wildland-Urban Interface areas in Chelan, Okanogan, Douglas and Yakima counties.

EMD’s Mitigation section added additional project staff in 2020, supported almost entirely with federal grant management funds, to ensure that its expanding grant programs, including HMGP, are properly administered and supported. This staff provides technical assistance to subgrantees, administers all HMGP application rounds for WA, and conducts grant training and mitigation outreach to stakeholders throughout the state. We adopted several virtual methods and approaches in 2020 to maintain our engagement and conduct business with stakeholders during the COVID-19 crisis. HMGP subgrantees in 2020 included counties, cities and towns, tribes, and special-purpose districts (schools, fire districts, water and power utilities, etc.). Below is a sampling of the 150 HMGP-funded projects that were ongoing or pending in 2019: - Clallam County: Multi-Jurisdiction Hazard Mitigation Plan Update - City of Seattle: Seismic Retrofit of the 8th Street Bridge - Chelan County: several wildfire Defensible Space and Hazardous Fuels Reduction projects - City of Westport: tsunami vertical evacuation structure- advance planning and design - Cowlitz 2 Fire & Rescue: Emergency Generator for Station 21 - Snohomish County: several acquisitions and elevations of flood-prone properties - Lewis County- Elevation of flood-prone roadway (Silverbrook Road) - Whitman County/Rosalia Fire Station: emergency generator purchase/installation - Evergreen State College: Seismic Retrofit for the campus Central Utility Plant facility - Sauk-Suiattle Tribe: Tribal Hazard Mitigation Plan Update - Town of Wilkeson: Landslide/Erosion Bank Stabilization Project - City of Sumner: Seismic retrofits for water system’s South Tank

Building Resilient Infrastructure and Communities: The BRIC program is a new FEMA pre-disaster hazard mitigation program that is replacing the Pre-Disaster Mitigation (PDM) program. State agencies, counties, local communities, and tribes are currently preparing grant applications to request FEMA funding for mitigation projects and plans to reduce potential damage from natural hazards. The BRIC program supports communities through capability- and capacity-building; encouraging and enabling innovation; promoting partnerships; enabling large projects; and encouraging adherence to the latest building codes. Pre-Disaster Mitigation: The PDM Program, is designed to assist States, U.S. Territories, federally recognized tribes, and local communities in implementing a sustained pre-disaster natural hazard mitigation program. The goal is to reduce overall risk to the population and structures from future natural hazard events by building in resiliency measures, while also reducing reliance on Federal funding in future disasters.

Flood Mitigation Assistance: The FMA program is designed with the goal of reducing or eliminating flood damage claims under the National Flood Insurance Program (NFIP). State agencies, counties, local communities, and tribes are currently preparing grant applications to request FEMA funding for mitigation projects and planning that increases infrastructure resiliency and reduces or eliminates long-term risk of flood damage to structures insured under the NFIP.

Mitigation staff are currently managing approximately $12 million of federal funds from PDM awards and approximately $2.2 million of federal funds from FMA awards. Additionally, pending grant awards at FEMA Region X currently hold approximately $9 million and $4 million of earmarked federal funding for PDM and FMA mitigation projects respectively. FEMA should award these funds in late 2020 or early 2021 pending satisfaction of pre-award environmental and historic preservation requirements. Education and outreach and developing increased capacity of new mitigation staff was a high priority for the annual hazard mitigation program staff for calendar year 2020. The first two quarters of the calendar year were dedicated to training staff, preparing for the new BRIC program, and in reinforcing customer relations and local jurisdiction program knowledge. The last two quarters of the calendar year were dedicated to outreach and providing technical assistance to local jurisdictions for the new BRIC program and FEMA GO platform. FY 2020 BRIC funding, at $500 million, is twice the level of FY2019 PDM funding. FMA funding, at $160 million, remains the same as FY 2019 FMA funding. Mitigation projects and planning activities supported in calendar year 2020 include: BRIC 2020 - $500M Available Nationwide for Construction & Planning Activities FMA 2020 - $160M Available Nationwide for Construction & Planning Activities

The initial BRIC and FMA Notices of Funding Opportunity (NOFO) were released in August 2020. Mitigation staff received almost 200 project & planning pre-applications under these programs and selected 160 of these for full application development after an initial eligibility review. The grant application period opened on September 30, 2020 and selected state agencies, counties, local communities, and special districts began preparing grant applications requesting FEMA funding for mitigation projects and plans to reduce potential damage from natural hazards. Mitigation staff are providing programmatic and technical support to all sub-applicants as they prepare mitigation applications and benefit-cost analyses. An overview of active projects and projects waiting for FEMA award follows: Active PDM Projects Approximately $12,000,000 total in Open Grants (fed & local share)

- PDM07 - City of Richland Yakima River Waterline Crossing Project - $2,000,000 - PDM11 - Yakima County Shaw And Wide Hollow Creek Flood Reduction Project - $2,000,000 - PDM16 – King County Hazard Mitigation Plan Update - $100,000 - PDM16 – Spokane County Hazard Road Drainage Project - $275,000 - PDM17 – Kitsap County Hazard Mitigation Plan Update - $47,000 - PDM17 – Cowlitz County Hazard Mitigation Plan Update - $49,000 - PDM17 – Asotin County Hazard Mitigation Plan Update - $37,000 - PDM17 – Snohomish County Hazard Mitigation Plan Update - $112,000 - PDM17 – Kitsap County Hazard Mitigation Plan Update - $47,000 - PDM17 – Island County Hazard Mitigation Plan Update - $95,000 - PDM17 – Garfield County Hazard Mitigation Plan Update - $40,000 - PDM17 – Pierce County Hazard Mitigation Plan Update - $116,000

- PDM17 – Spokane County Hazard Mitigation Plan Update - $150,000 - PDM17 – Whitman County Hazard Mitigation Plan Update - $48,000 - PDM17 – Skagit County Hazard Mitigation Plan Update - $85,000 - PDM17 – Chelan County Hazard Mitigation Plan Update - $37,000 - PDM18 – San Juan County Seismic Retrofit - Advance Assistance Project - $73,000 - PDM18 – City of Westport Tsunami Vertical Evacuation - Advance Assistance Project - $103,000 - PDM18 – City of Ocean Shores Tsunami Vertical Evacuation Construction Project - $73,000 - PDM18 – MVSD Old Main High School Seismic Upgrade Project - $3,000,000 - PDM18 – City of Seattle Capitol Hill Housing Bremer Apartments Seismic Retrofit - $3,700,000 - PDM18 – Pacific County Hazard Mitigation Plan Update - $64,000 - PDM18 – Whatcom County Natural Hazard Mitigation Plan Update - $75,000 - PDM18 – Yakima County Hazard Mitigation Plan Update - $52,000

Active FMA Projects Approximately $2,238,000 total in Open Grants (fed & local share) - FMA17 – Snohomish County Home Elevations and Acquisition Project – $2,238,000

Future PDM and FMA Projects Projects to be awarded in late 2020 or 2021 include: PDM ($12,000,000 total (fed & local share) - PDM18 - Tacoma Water System Seismic Resiliency Project - $7,250,000 - PDM18 - Town of Carbonado Generator for Water Treatment Plant - $212,000 - PDM19 - City of Redmond Fire Station 16 Seismic Retrofit Project - $2,442,861 - PDM19 - City of Seattle Hiawatha Community Center Seismic Retrofit - $528,473 - PDM19 - Chelan County No. 1 Canyon Flood Debris Facility - $976,362 - PDM19 - Chelan Co Fire District 1 WUI Resilient Infrastructure Project - $712,338 - PDM19 - Chelan Co Fire District 1 Advance Assistance-Wildfire Mitigation Project - $30,042 - PDM19 - Advance Assistance for Tacoma Residential Seismic Retrofit Program - $21,000 - PDM19 - Lewis County Multi-Jurisdictional Hazard Mitigation Plan Update - $166,000

FMA ($5,400,000 total (fed & local share) - FMA16 - Pierce County Home Acquisition Flood Mitigation Project - $672,456 - PDM17 - Snohomish County Mann & Ben Howard Road Elevation project - $4,000,000 - FMA18 - Thurston County 2018 Home Elevation Grant - $153,000 - FMA18 - Chehalis Basin Strategy CFAR Early Focus Elevation/Acquisition Project - $588,000

Human Services Program: This year the Human Services (HS) program supported multiple major disasters and other incidents across the state. Beginning in mid-January, HS staff supported damage assessments in Whatcom County following a severe winter storm and flooding. Then in late January and early February, HS staff supported damage assessments in several counties following another series of severe winter storms, drafted a Major Disaster Declaration and provided recovery planning guidance. The HS program deployed 5 disaster reservists who were partnered with 3 EMD employees to support the impacted communities. The teams utilized Survey123, a web-based tool, to conduct Preliminary Damage Assessments (PDA) for the first time in Washington state. This allowed a joint team of FEMA and EMD personnel stationed at the SEOC to receive real-time updates from the PDA team as they conducted their assessments. While simultaneously supporting the recovery needs of impacted jurisdictions from the severe winter storms, HS Program staff were activated to support the COVID-19 response. HS Program staff drafted an Emergency Declaration and a Major Disaster Declaration due to the significant adverse impacts from COVID-19. Emergency Support Function 14 (ESF 14), Long-Term Recovery, was activated within the SEOC to support the declaration writing and coordinate recovery activities. HS Program staff continue to support hunger relief operations across the state, working with the state Department of Agriculture, the Washington National Guard, the Governor’s Office, and other key partners. HS staff provided input for the U.S. Dept. of Labor Dislocated Worker Grant application to hire unemployed workers in support of food bank operations. HS staff brought the state’s Department of Commerce to the table to identify how the CARES Act funds may be used to support long-term hunger relief operations in the state. HS Program staff onboarded a new recovery coordinator to support the COVID-19 recovery needs. HS Program staff also updated the ESF 14 document to meet the requirements of the Emergency Management Accreditation Program (EMAP).

In late May and early June, HS Program staff supported counties in their recovery efforts following civil unrest and worked with the Governor’s Office to submit an Economic Injury Disaster request on behalf of King County to the Small Business Administration (SBA). Washington state experienced one of the worst wildfire seasons in recent history this year. HS Program staff supported initial damage assessments in Whitman County and provided recovery planning assistance. ESF 14 was activated to draft two Major Disaster Declaration Requests. HS Program staff worked with impacted counties to support damage assessments, increase situational awareness, and coordinate interagency recovery planning activities.

Despite the multiple major disasters occurring in the state in 2020, including the COVID-19 Pandemic, the Washington Restoration Framework (WRF) continues to progress towards completion. The widespread impacts of COVID-19 warranted a coordinated effort across state agencies to support the recovery needs of the state. Human Services Program staff, working with the Governor’s Office and the Office of Financial Management, pulled components from the draft WRF to create a state-led recovery group. The Washington Recovery Group (WRG) was formally introduced by the Governor as a new state effort to improve interagency coordination and communication, identify recovery objectives, and establish solutions to address the long-term recovery needs due to COVID-19. Additionally, the Economic Recovery Support Function (RSF) was activated for the first time in response to the adverse economic impacts from COVID-19. Human Services Program staff, working within the SEOC, coordinated economic recovery planning activities with the Washington Department of Commerce and numerous other local, state, and federal stakeholders. Human Services Program staff also supported the activation of the Housing RSF in response to the immediate housing needs following the destructive wildfires. Human Services Program staff coordinated numerous housing calls with local, state, federal, and tribal government stakeholders to share situational awareness and identify housing programs to support those impacted.


EMERGENCY MANAGEMENT DIVISION Eight members the Washington Emergency Management Division worked with the Oregon Office of Emergency Management providing assistance during the Oregon Wildfire activation with logistics, planning and supervision support. (Courtesy Photo)

In 2020, the HS Program continued to enhance the Limited English Proficiency (LEP) program. The LEP program has continued to make strides in assuring that local jurisdictions have formed relationships with LEP communities and retained resources within those communities that can assist in time of disaster. This year, the LEP team has continued to review LEP plans, assisted with LEP messaging strategies and the resourcing of interpreters.

The LEP team worked closely with our in-house Hazards and Outreach team to expand translated emergency preparedness publications in five different languages. The LEP team worked with the Washington Military Department Communications Team to produce targeted Spanish messaging for the Great Washington Shakeout and COVID-19 response efforts. Lastly, the team submitted to the state legislature the LEP Legislative Report that came with passing of SSB5046 in 2017.

Hazards and Outreach Program: Following the program’s largest annual outreach campaign, on October 15, at 10:15 a.m., 975,000 Washingtonians participated in the Great Washington ShakeOut drill to become better prepared for Washington’s earthquake hazards. Coastal communities once again used the drill as an opportunity to promote tsunami safety and to practice their tsunami evacuation with the All-Hazards Alert Broadcast (AHAB) tsunami sirens. Outreach efforts during this year where more Washingtonians are likely at home during the drill, due to COVID-19 focused on projects that could be done to “secure your space.” This included working with structural engineers and creating new educational materials on non-structural retrofits to minimize both home injuries and economic losses. Additionally, outreach continued for the forthcoming ShakeAlert Earthquake Early Warning (EEW) system. As part of the campaign, EMD also created several new outreach videos to make learning about earthquake protective actions and personal preparedness accessible. The Geohazards program took several important steps towards improving preparedness for earthquakes, volcanoes, and tsunamis in Washington. - Secured State funding ($2,746,000) to purchase and install over 40 new AHAB tsunami sirens in at-risk coastal communities; 19 of these sirens have already been installed. This funding will allow the program to complete the AHAB tsunami siren network and ensure full coverage for all of Washington’s at-risk coastlines. - Continued facilitating meetings of the Inner and Outer Coast Tsunami Workgroups, including a joint meeting at the beginning of 2020.

- Updated tsunami SOPs and job aids for the EMD’s Alert and Warning Center. This included establishing a Joint Operating Procedure with the National Tsunami Warning Center to allow EMD’s Alert and Warning Center to send a Wireless Emergency Alert (WEA) message to the Inner Coast in the event of a Tsunami Warning until the National Weather Service has established warning and forecasting into that area. - Distributed approximately 150 NOAA Weather Radios to local jurisdictions and the public.

The Geohazards program also supported local jurisdictions around the state with planning and preparedness efforts.

- Due to covid-19 restrictions, in place of the Tsunami Roadshow the tsunami program conducted two webinars, one in April and one in November, where a panel of experts shared information and answered questions from attendees across the state. - EMD held an internal tsunami event walkthrough with state and federal partners, which helped streamline and synchronize procedures across all levels of tsunami response and facilitated the creation of a Tsunami Event Timeline document.

- Collaborated with state and federal Partners to commemorate the 40th Anniversary of Mt. St. Helens’ catastrophic 1980 eruption and used it as an opportunity for education about volcanic hazards and preparedness in Washington, through virtual activities

engaging communities all over the state.

- Held a virtual earthquake roadshow, on Washington earthquake hazards and preparedness, with over 380 active participants in the webinar–recorded it and shared with those unable to make it to the live event. - Installed the USGS ShakeAlert Earthquake Early Warning system at Washington Emergency Management Division.

- Established the first Tsunami Maritime Mitigation and Response Strategy for the Port of Bellingham which includes port-specific tsunami modeling and mapping, suggested mitigation measures, and other valuable resources.

The State Disaster Preparedness Outreach Program supports local jurisdictions, state agencies, tribes and out-of-state governments with preparedness materials and educational tools. The intent of the program is to build public awareness and engage in effective and sustained preparedness activities at the community level in conjunction with neighborhoods, schools, businesses, and organizations, as well as within state agencies. Major accomplishments: - Continued its quarterly State/Local Outreach Workgroup meetings; achieved positive attendance, participation, and appreciation from city and county public educators.

- Provided direct (virtual) support to 38 disaster preparedness activities to local jurisdictions, state agencies, businesses, schools, and the media. - Hosted and maintained the WA State Preparedness Basecamp; the 344 (+67 from 2019) participants represent city and county emergency management jurisdictions, state agencies, outreach program managers in other states, Public Information Officers from various agencies, federal partners (FEMA, NWS) and community members.

- The Outreach program has partnered with Oregon Office of Emergency Management to develop a new neighborhood preparedness program called Be 2 Weeks Ready. This new program is anticipated to roll-out to the public in October 2021. Numerous public educators throughout Washington and Oregon are involved in the program’s development. Upon roll-out, WA will gradually transition from using the Map Your Neighborhood program to providing the Be 2 Weeks Ready program. - In partnership with local jurisdictions and the Military Department’s Communications team, the Outreach program launched the new 2020 Prepare in a Year guide, refrigerator reminder card, and social media content for National Preparedness Month. EMD staff will be launching the Prepare in a Year (PIY) program internally starting in January 2021. The PIY has also been adopted by Alaska DHS&EM; their outreach team is assisting with developing more PIY content and will be promoting the program in 2021.


(Obligated Funds are as of Jan 1, 2021) Fire Date

Total Funded

Sleepy Hollow Fire 6/29/2015 $1,870,127.96 Blue Creek Fire 7/21/2015 $5,899,910.40 Highway 8 Fire 8/5/2015 $1,050,395.46 Nine Mile Fire 8/14/2015 $449,667.75 Chelan Complex 8/14/2015 $7,198,520.75 Stickpin Fire 8/14/2015 $2,994,687.59 Stevens County Complex 8/14/2015 $11,001,763.75 Okanogan County Complex 8/15/2015 $18,458,672.27 Twisp River Fire 8/19/2015 $643,247.83 Renner Fire 8/21/2015 $1,934,031.34 Goodell Fire 8/24/2015 $198,896.50 Horsethief Butte Fire 9/13/2015 $221,922.87 South Ward Gap Fire 7/31/2016 $379,954.00 Wellesley Fire 8/21/2016 $384,169.00 Yale Fire 8/21/2016 $3,759,752.00 Suncrest Fire 8/27/2016 $884,862.00 Spromberg Fire 5/23/2017 $398,162.75 South Wenas Fire 6/27/2017 $198,584.00 Jolly Mountain Fire 9/02/2017 $11,520,977.00 Ryegrass Coulee Fire 7/10/2018 $339,206.75 Upriver Beacon Fire 7/17/2018 $836,907.00 Buckshot Canyon 7/19/2018 $10,372,500.00 Chelan Hills Fire 7/27/2018 $1,969,237.00 Angel Springs Fire 8/2/2018 $4,421,784.00 Hawk Fire 8/10/2018 $64,674.00 Cougar Creek Fire 8/11/2018 $31,208,707.00 Grass Valley Fire 8/11/2018 $1,271,988.00 Boyds Fire 8/11/2018 $10,378,489.00 Road 11 Fire 7/11/2020 TBD Anglin Fire 7/28/2020 TBD North Brownstown Fire 8/17/2020 TBD Palmer Fire 8/20/2020 TBD Evans Canyon Fire 9/1/2020 TBD Cold Springs / Pearl Hill Fire 9/7/2020 TBD Apple Acres Fire 9/7/2020 TBD Babb Fire 9/8/2020 TBD Bordeaux Fire 9/9/2020 TBD Sumner Grade Fire 9/9/2020 TBD

Estimated FMAG-HMGP Post Fire funds available




The mission of the Federal Emergency Management Agency’s (FEMA) Public Assistance (PA) Grant Program is to provide assistance to state, tribal and local governments, and certain types of private nonprofit organizations so that communities can quickly respond to and recover from major disasters or emergencies declared by the President.

Through the PA Program, FEMA provides supplemental federal disaster grant assistance for debris removal, emergency protective measures, and the repair, replacement, or restoration of disaster-damaged, publicly owned facilities and the facilities of certain Private Non-Profit (PNP) organizations. The PA Program also encourages protection of these damaged facilities from future events by providing assistance for hazard mitigation measures during the recovery process. The federal share of assistance is not less than 75 percent of the eligible cost for emergency measures and permanent restoration. The grantee (usually the state) determines how the non-federal share (up to 25 percent) is split with the subgrantees (eligible applicants).

FEMA WA DR xxxx - Declaration Date: November xx, 2020 - Incident Type: Severe Winter Storm, Straight-line Winds, Flooding, Landslides, Tornado - Incident Period: December 10, 2018 to December 24, 2018 - Designated Counties: Clallam, Grays Harbor, Island, Jefferson, Mason, Pacific, Snohomish, Whatcom FEMA WA DR 4539 - Declaration Date: April 23, 2020 - Incident Type: Severe Winter Storm, Straight-line Winds, Flooding, Landslides, Tornado - Incident Period: December 10, 2018 to December 24, 2018 - Designated Counties: Clallam, Grays Harbor, Island, Jefferson, Mason, Pacific, Snohomish, Whatcom FEMA WA DR 4481 - Declaration Date: March 22, 2020 - Incident Type: COVID-19 Pandemic - Incident Period: January 20, 2020 and Present - Designated Counties: Statewide

FEMA WA DR 4418 - Declaration Date: March 4, 2019 - Incident Type: Severe Winter Storm, Straight-line Winds, Flooding, Landslides, Tornado - Incident Period: December 10, 2018 to December 24, 2018 - Designated Counties: Clallam, Grays Harbor, Island, Jefferson, Mason, Pacific, Snohomish, Whatcom FEMA WA DR 4309 - Declaration Date: April 21, 2017 - Incident Type: Severe Winter Storm, Flooding, Landslides, Mudslides - Incident Period: January 30, 2017 to February 22, 2017 - Designated Counties: Adams, Benton, Columbia, Ferry, Franklin, Grant, King, Lewis, Lincoln, Pend Oreille, Skamania, Spokane, Wahkiakum, Walla Walla, Whatcom FEMA WA DR 4253 - Declaration Date: February 2, 2016 - Incident Type: Severe Winter Storm, Straight-line Winds, Flooding, Landslides, Mudslides, Tornado - Incident Period: December 1, 2015 to December 14, 2015 - Designated Counties: Clallam, Clark, Cowlitz, Grays Harbor, Jefferson, Lewis, Mason, Pacific, Skamania, and Wahkiakum FEMA WA DR 4249 - Declaration Date: January 15, 2016 - Incident Type: Severe Storms, Strong Winds, Flooding, Landslides, Mudslides - Incident Period: November 12, 2015 to November 21, 2015 - Designated Counties: Chelan, Clallam, Garfield, Island, Jefferson, Kittitas, Lewis, Lincoln, Mason, Pend Oreille, Skamania, Snohomish, Spokane, Stevens, Wahkiakum, and Whitman FEMA WA DR 4243 - Declaration Date: October 20, 2015 - Incident Type: Wildfires - Incident Period: August 9, 2015 to September 10, 2015 - Designated Counties: Chelan, Ferry, Lincoln, Okanogan, Pend Oreille Stevens, Whatcom, Yakima and Confederated Tribes of the Colville Reservation

Public Assistance: $37,131,261.00 Mitigation: $3,784,000.00

TOTAL: $40,915,261.00 Public Assistance: $58,898,178.00 Mitigation: $3,784,000.00

TOTAL: $62,682,178.00 Public Assistance: $297,374,470.00 Individual Assistance: $2,194,955.00

TOTAL: $299,569,425.00 Public Assistance: $12,188,792.00 Mitigation: $3,784,000.00

TOTAL: $15,972,792.00 Public Assistance: $ 40,037,381.00 Mitigation: $8,060,000.00

TOTAL: $ 48,097,381.00

Public Assistance: $14,860,141.00 Mitigation: $2,246,443.00 TOTAL: $ 17,106,584.00

Public Assistance: $33,384,018.00 Mitigation: $5,266,058.00 TOTAL: $38,650,076.00

Public Assistance: $ 51,022,251.00 Mitigation: $5,852,944.00 TOTAL: $56,875,195.00

FEMA WA DR 4242 - Declaration Date: October 15, 2015 - Incident Type: Windstorm - Incident Period: August 29, 2015 - Designated Counties: Snohomish, Island, Jefferson, Whatcom, Grays Harbor and Clallam

Public Assistance: $8,336,130.00 Mitigation: $1,586,000.00 TOTAL: $9,922,130.00

FEMA WA DR 4188 - Declaration Date: August 11, 2014 - Incident Type: Wildfires - Incident Period: July 9, 2014 to August 5, 2014 - Designated Counties: Colville Indian Reservation, Kittitas and Okanogan

Public Assistance: $25,788,283.00 Mitigation: $6,532,000.00

FEMA WA DR 4168 - Declaration Date: April 2, 2014 - Incident Type: Flooding and Mudslide - Incident Period: March 22, 2014 to April 29, 2014 - Designated Counties: Sauk-Suiattle Indian Reservation, Snohomish, Stillaguamish Indian Reservation and Tulalip Indian Reservation

Public Assistance: $37,792,887.00 Mitigation: $8,331,000.00 Human Services: $2,225,803.00

FEMA WA DR 4083 - Declaration Date: September 25, 2012 - Incident Type: Severe Storm, Straight-line Winds, and Flooding - Incident Period: July 20, 2012 to July 21, 2012 - Designated Counties: Colville Indian Reservation, Ferry and Okanogan FEMA WA DR 4056 - Declaration Date: March 5, 2012 - Incident Type: Severe Winter Storm, Flooding, Landslides, and Mudslides - Incident Period: January 14, 2012 to January 23, 2012 - Designated Counties: Clallam, Grays Harbor, King, Klickitat, Lewis, Mason, Pierce, Skamania, Snohomish, Thurston and Wahkiakum FEMA WA DR 1963 - Declaration Date: March 25, 2011 - Incident Type: Severe Winter Storm, Flooding, Landslides, and Mudslides - Incident Period: January 11, 2011 to January 21, 2011 - Designated Counties: King, Kittitas, Klickitat, Lewis, Skagit, Skamania and Wahkiakum FEMA WA DR 1817 - Declaration Date: January 30, 2009 - Incident Type: Severe Winter Storm, Landslides, Mudslides, and Flooding - Incident Period: January 6, 2009 to January 16, 2009 - Designated Counties: Benton, Chelan, Clallam, Columbia, Cowlitz, Garfield, Grays Harbor, Jefferson, King, Kittitas, Klickitat, Lewis, Lincoln, Mason, Pacific, Pierce, Skagit, Skamania, Snohomish, Thurston, Wahkiakum, Whatcom and Yakima FEMA WA DR 1734 - Declaration Date: December 8, 2007 - Incident Type: Severe Storms, Flooding, Landslides, and Mudslides - Incident Period: December 1, 2007 to December 17, 2007 - Designated Counties: Clallam, Grays Harbor, Jefferson, King, Kitsap, Lewis, Mason, Pacific, Skagit, Snohomish, Thurston and Wahkiakum FEMA WA DR 1671 - Declaration Date: December 12, 2006 - Incident Type: Severe Storms, Flooding, Landslides, and Mudslides - Incident Period: November 2, 2006 to November 11, 2006 - Designated Counties: Chelan, Clark, Cowlitz, Grays Harbor, Jefferson, King, Lewis, Pacific, Pierce, Skagit, Skamania, Snohomish and Wahkiakum

TOTAL: $32,320,283.00

TOTAL: $48,349,690.00 Public Assistance: $3,761,816.00 Mitigation: $966,499.00 TOTAL: $4,728,315.00 Public Assistance: $40,367,850.00 Mitigation: $7,861,000.00 TOTAL: $48,228,850.00 Public Assistance: $9,965,501.00 Mitigation: $1,699,663.00 TOTAL: $11,655,164.00 Public Assistance: $69,449,881.00 Mitigation: $12,487,773.00 Human Services: $1,920,233.00 TOTAL: $83,857,887.00 Public Assistance: $81,433,104.00 Mitigation: $11,149,689.00 Human Services: $4,326,043.00 TOTAL: $ 96,908,83.00 Public Assistance: $39,008,226.00 Mitigation: $5,486,903.00 Human Services: $1,710,648.00 TOTAL: $46,205,777.00

Recovery Grant Program Funds provided through WA EMD TOTAL: $952,133,714.00



Amy Steinhilber

Dennis Kerwood


The Washington Youth Academy (WYA) is a life intervention and credit recovery based educational program. Cadets are empowered to reintegrate into their home schools with the skills to graduate with their peers and become responsible citizens. There are eight core components central to the Academy’s mission, and all components must be successfully completed for a cadet to graduate from the Academy. Experiential training and activities tied to the core components help educate and build resiliency to empower youth to become productive members of the community upon graduation. The WYA continues to be known across the nation as a leader in the National Guard Youth Challenge Program for its innovative approaches and effective results. In December 2019, the academy completed its 11th year of operation. The eight core components are: leadership and followership, life coping skills, responsible citizenship, academic excellence, job skills, health and hygiene, service to community and physical fitness. The Academy helps cadets build character, resiliency skills, and recover credits so they can go back to high school and earn a diploma or seek an alternative path to finish their high school education. The WYA is a two-phase program that includes a 22-week intensive residential phase and a 52-week post-residential (or mentoring) phase.

Cadets can earn up to 8 credits – about 1.3 years of high school – in just 22 weeks.

Secretary of State Kim Wyman addresses a group of cadets at the Washington Youth Academy during the class 19-1 cycle. (Photo by Steven Friederich)

Maj. Gen. Bret Daugherty, the adjutant general, address the graduates of the Washington Youth Academy and their families during the drive-in graduation ceremony on Dec. 19, 2020. (Photo by Steven Friederich)

2020 CLASS INFORMATION Even with long standing influenza and pandemic mitigation protocols, the program was not empowered to keep up with the ever-changing developments and discoveries that emerged at the beginning of the COVID-19 pandemic. This, and the impacts of COVID-19 numbers on local health care providers, inhibited the staff in providing the necessary quality of care for Cadets. Thus, the WYA suspended its residential mission on March 21st, sending 154 Cadets back to their hometowns across the state.

Cadets left unclear about how they would finish, but with the message form their Cadre, faculty and staff to, “Stay in touch.” The team immediately got to work retooling every aspect of Academy life. Reacting quickly, Cadre and staff adapted core component training and activities into modules acceptable for online engagements with Cadets. Faculty aligned academic curriculum for online delivery and completion; they sought ways to adjust classroom instruction to meet the individual needs of 154 youth spread all across the entire state, each with varying degrees of access to technology or internet.

The WMD CIO fueled the response and established new software and technology to support a “virtual” Academy that would help 2020 Cadets finish what they started. Classroom laptops were transformed into individual Cadet laptops for those who needed them. Special Wi-Fi units were ordered to facilitate connectivity for youth in need. In a mere two weeks, Cadets received instructions and an invitation to return to the mission. The WYA staff mobilized to deliver the necessary equipment to the doors of Cadets. A new purpose was established for the WYA team of professionals – help these Cadets meet the requirements to complete the program.

The unique nature of the Academy’s mission requires the full 147 days in residence in order to foster the transformative relationships that most address the needs of Cadets. Anything less than this face-to-face time with WYA professionals prevents the full depth of the youth development the WYA inspires. Fortunately, the relationships forged during the 63 days of residence were enough to leverage engagement and participation for most of the Cadets. Assigned in small groups of three or four, Cadets were each assigned a staff member “coach” and began learning how to navigate the virtual campus software. Staff coaches contacted their groups daily to establish expectations, provide encouragement, and insist on accountability.



Adam Iwaszuk


Thomas Blume

The mission of the Washington Construction and Facilities Management Office (CFMO) is to provide for the construction, repairs and maintenance for all Washington Army National Guard (WAARNG) facilities and installations. The CFMO is responsible for the planning, design and construction of all major construction projects to support the 25 year strategic plan. In addition, CFMO acquires real property for use by WAARNG elements through the purchase of land and buildings, as well as long-term lease acquisitions. Through the construction and real property programs, CFMO delivers high quality buildings, additions, large scale renovations and structural enhancements. CFMO also manages facility sustainability, physical security and historic preservation of WAARNG facilities. The CFMO director is the principal advisor to the Adjutant General of Washington regarding all real property, facilities, construction and environmental management programs. Design and Construction Branch (Andi Bodnariuk) The Design and Construction Branch’s mission is to support the WAARNG’s operational readiness through designing, engineering and managing projects for new military construction (MILCON) as well as sustainment, restoration, modernization and maintenance projects of all facilities within the WAARNG inventory.

Planning and Programing Branch (Adriana Bunker) The Planning & Programming Branch’s mission is to support the WAARNG’s operational readiness by developing short and long-term planning for land acquisition, distribution of facilities-related resources, military construction, real property support, units stationing versus space requirements and organizational development necessary to accomplish facilities engineering and management program functions in support of programs essential to WAARNG daily operations, training and readiness missions.

Federal and State Resource Management (Eric Shriner & Ruth Schutter) Federal: The Federal Resource Management Branch manages a total budget between $12 and $20 million annually. It manages and provides oversight for all aspects of the Master Cooperative Agreement for Appendix 1 and conducts detailed budgeting actions and projections based on project planning and programming inputs. It also provides budget oversight for all construction (sustainment, restoration and modernization) and facility maintenance projects. In addition, it manages the budget for MILCON projects that can vary from $5 to $40 million and Unspecified Minor Military Construction projects that vary between $1 to $6 million. State: This branch provides accurate budget management for two Master Cooperative Agreement Appendices, Appendix 1 and Appendix 2. This includes complex budget development that involves multiple funding sources and multiple budget years, from federal and state systems, ensuring execution is in line with strategic goals of the department. It also provides management of CFMO contracts and purchasing, analyzes spending history and reports on the CFMO budget status while ensuring compliance with policies, audit requirements and regulatory standards. Facilities and Business Operations Branch (Joseph Giaccio) The Facilities and Business Operations Branch supports current and future operations of the WAARNG CFMO, across the state, with reliable and accurate facilities and business operations. Major activities include: real property accountability and acquisition, rental/lease program, recruiting storefront management, comprehensive energy, recycling management and real property asset evaluation to ensure WAARNG facilities meet current and future standards and training needs.

State Maintenance and Support Services Branch (Vacant) The State Maintenance and Support Services (SMSS) Branch supports current and future operations of the WAARNG by providing immediate response to critical failures of our facilities and equipment across the entire state. The Branch provides routine work order support for facilities and equipment that need repair, maintenance or replacement. The Branch has a varied staff of skilled trades, grounds crew and custodial employees that support more than 100 facilities statewide. It’s goal is to “Preserve the Past, Maintain the Present, Ensure the Future.” Environmental Branch (Susan Vezeau) The CFMO Environmental Branch supports the mission of the WAARNG by protecting and enhancing the environment through education training, leadership and environmental stewardship. This is done through three main pillars: conservation, pollution prevention and environmental compliance to comply with both federal and state environmental statutes.

MANAGEMENT OFFICE (CFMO) 2020 HIGHLIGHTS Successfully managed and executed a federal budget of $19,298,300 for fiscal year (FY) 2020. This budget is used to pay for wages, utilities, services, furniture, recruiting leases, installation support, and projects; as well as provide additional support to Appendix 2 environmental funding requirements.

Provided $8,089,514 in funding for 15 sustainment projects and 13 restoration & modernization projects for FY 2020. Two projects of special note were the start and completion of the Fort George Wright military equipment parking improvements and the Centralia Armory complex-modernization project, which means funding was provided and tracked using three different subaccounts. CFMO completed design and awarded contract for the south gate and road modification on Camp Murray which will allow access to Joint Base Lewis-McChord when complete. Future JFHQ Readiness Center FY24 MILCON project: Conducted space requirement meetings, data collection and calculations with all Washington Military Department (WMD), WA Army National Guard (WAARNG) and WA Air National Guard (WAANG) directorates.

FY20 project execution for a combined federal and state share of more than $9 million worth of projects in sustainment, restoration and modernization, and energy ensuring our current facilities are ready and available for the Military Department for years to come.

Worked on developing more than 100 future projects for FY21 to FY27 and future state biennium’s to secure future funding for sustainment, restoration & modernization, and energy projects. Process includes submitting to National Guard Bureau (federal) and Office of Financial Management (state) for approval and funding to maintain our facilities and grounds for years to come. The CFMO environmental team moved to a digital platform for stormwater inspection on Camp Murray. Using ArcGIS Collector, agency cell phones were used to navigate to stormwater features, fill out the inspection forms, as well as add any field findings to the database. The data collected updated a web map showing the completion status for each type of feature.

The CFMO environmental team acquired and began using Juniper Mesa 3 Android tablets to inventory cultural resource items at a historic armory. Items were assigned a barcode which was scanned into the database using the ArcGIS Survey 123 application. Additional attributes were filled out in the form and pictures were taken. The data was used to create a dashboard of the items. Camp Murray Soldier’s Memorial Trail design phase was completed and construction phase awarded.

The Environmental Program Office’s Hazardous Waste Program has been networking to establish a strong base of communication with ARNG HQ Hazardous Waste Program Manager. Regular communication with ARNG HQ has ensured visibility of accomplishments and issues at the state level. Keeping communication channels open has allowed for quicker response on guidance and support required for program area decisions. It has also promoted satisfactory and timely reporting of state level data and quicker approval on funding requests. Managed more than 300 real property assets and processed more than 50 real property transactions in order to ensure all projects, construction and maintenance can actually occur and be properly coded for state and federal responsibility.

Reviewed and processed more than 2,000 utility invoices to ensure prompt and accurate payment of utility and solid waste bills, which helps locate areas for energy conservation improvements. Managed 14 licensed and leased properties to include leased facilities for COVID response. Negotiated and initiated immediate emergency leases and approved facility uses for state government and private entities that were crucial in the early stages of the pandemic outbreak. State maintenance and services support had success navigating the COVID-19 pandemic restrictions and safety measures, which resulted in zero positive cases while providing service to its customers to include maintenance, custodial and landscaping. SMSS provided building disinfecting services to allow personnel to return to on-site work as quickly as possible. The team accomplished its responsibilities without 26 percent of its staffing allotment. Above: An artist rendition of the proposed Richland Readiness center which is scheduled to break ground in spring of 2021 and expected to be completed in the spring of 2022.

Right: Aerial view of the Tumwater Readiness Center which is expected to be completed in the spring of 2021. The Readiness Center contains an assembly hall, classrooms, personal equipment storage, fitness room, conference rooms, private showers, restrooms, recruiting office, unit maintenance bay, unit equipment storage, administrative offices, kitchen facilities, and state maintenance and support services HQ for the south region.


WASHINGTON NATIONAL GUARD Maj. Gen. Bret Daugherty - The Adjutant General Major General Bret D. Daugherty assumed duties as the Adjutant General, Washington on July 28, 2012. As the Adjutant General, he commands all Washington Army and Air National Guard forces and is the director of the State’s Emergency Management and Enhanced 911 programs. Maj. Gen. Daugherty also serves as homeland security advisor to the governor of Washington and as state administrative agent for all United States Department of Homeland Security grants awarded to Washington’s state, local, tribal and non-profit agencies and organizations.

Brig. Gen. Johan Deutscher Director of Staff

Col. Dan Brewer Chief of Staff

Chief Warrant Officer 5 Tim Gorden Command Chief Warrant Officer

Ange Gentry J-1, Manpower & Personnel

Lt. Col. Michael Camrota J-2, Intelligence

Col. Kristin Derda J-3, Operations

Col. Jack Mushallo J-4, Logistics

Col. Michael Burk J-6, Command & Control

Anthony Lieggi J-1, Manpower & Personnel

Michael Weitzel J-3, Operations

Col. Thomas Wargo J-8, Force Structure, Resources

JOINT STAFF LEADERSHIP Command Sgt. Maj. Bruce Ecclestone - Senior Enlisted Leader Command Sergeant Major Bruce Ecclestone is the Washington State Senior Enlisted Leader for Headquarters, Camp Murray, Washington National Guard. He represents the highest level of enlisted leadership for the Washington National Guard, and is responsible for the welfare, readiness, morale, development and care concerning more than 7,500 enlisted personnel of the Washington National Guard.

Carl Steele J-9, Joint Services Support

Lt. Col. Alex Straub Judge Advocate General

1st Lt. Danielle Zemola Judge Advocate General

Col. Matthew Cooper USPFO

Col. Thomas Wargo USPFO

Lt. Col. Doug Palmer Inspector General

Col. Don Brewer Chaplain

Capt. David Grun Provost Marshal

Joseph Siemandel State Public Affairs

Col. Jason Denney Senior Army Advisor



Col. Kevin McMahan

Command Sgt. Maj. Kelly Wickel


Mission: The Region X Homeland Response Force is a light, agile and rapidly deployable National Incident Management System (NIMS) compliant capability. The HRF provides a full suite of Chemical, Biological, Radiological, and Nuclear defense (CBRN) capabilities which support and enhance local, state and federal authorities’ response to CBRN and all hazard events.


The HRF is a joint mission consisting of 574 Army and Air National Guard personnel including 73 full time employees. The HRF provides CBRN focused disaster response with capabilities that include mass decontamination, medical triage support, security, search and extraction, fatality recovery, communications, and command and control (C2). Spread out across the country are 10 HRFs, 17 Chemical, Biological, Nuclear Enhanced Response Force Packages (CERFP) and 57 Civil Support Teams (CST) which provide the country an initial military response to a CBRN incident. The HRF is staffed with National Guard soldiers and airmen. Regionally oriented, each of the HRFs are hosted by states aligned to each of the 10 FEMA regions. HRFs provide a scalable capability to bridge a gap between initial National Guard response and Title 10 capabilities. HRFs create a mobile, decentralized response to any incident involving CBRN and additional hazards (HAZMAT), while recognizing the primary role governors play in controlling the response to CBRN incidents in their states. Esther Lam, an epidemiologist with the Washington State Department of Health (DOH) discusses procedures of the COVID-19 mapping mission with Washington Army National Guard 1st Lt. Jack Eisaman, a Physicians Assistant, May 15, 2020 at the DOH offices at Tumwater, Wash. (National Guard photo by Master Sgt. John Hughel, Washington Air National Guard Public Affairs)

2020 HIGHLIGHTS The 10th HRF mobilized and provide command and control for more than 2,000 volunteer service members to support local, state, and federal agencies in support of the state’s COVID-19 response. The HRF stood up Joint Task Force Steelhead in March 2020 for the overarching response which to date has supported food bank operations, community based test sites, test kit assembly, COVID-19 mapping, assisted with clearing a back log with the state’s Employment Security Division, provided personal protective equipment home kits to adult care centers as well as transported hospital beds and ventilators.

To date JTF Steelhead processed, packaged and distributed more than 68.5 million pounds of food, equating to 3.7 million meals, while supporting more than 50 food banks across Washington state. Current projections indicate food bank mission support will continue through June 2021. 10th HRF’s CBRN-TF facilitated the COVID-19 testing of more than 68,000 community members. The CBRN TF increased the ease and availability for Washingtonians to receive a COVID-19 test in a safe and protected manner.

Working with the Washington Department of Health, a team of Guardsmen assembled more than 363,000 COVID-19 test kits, allowing for the testing of 1.8 million people.

More than 200 Guardsmen made more than 18,000 phone calls, mapping more than 17,000 COVID-19 cases across the state in support of the Washington Department of Health. This enabled the DOH to effectively map the virus spread. JTF Steelhead expanded efforts to maintain DOH databases. The data entry team logged more than 81,500 cases for negative test results and corrected more than 33,900 duplicated cases in the DOH system. Supported the Washington Employment Security Department (ESD) to alleviate the backlog of applications and suspected imposter fraud by cybercriminals. Guardsmen helped alleviate the claims for more than 37,600 and assisted with the identification verification for more than 12,000 cases processing more than 139,000 documents and applications.

Outreach liaison officers conducted outreach events and meetings with 29 county Emergency Operations Managers throughout the state, coordinating emergency response efforts.

A member of the Washington National Guard Homeland Response Force instructs a driver on the lane protocol while supporting a COVID-19 Community Based Test Site at the Bremerton National Guard Armory in Bremerton, Wash. on April 9, 2020. (U.S. National Guard photo by Joseph Siemandel)



Lt. Col. Brian Bodenman


Sgt. Maj. Amelia Patterson

The Washington National Guard Counterdrug Program (WA CDP) enabled Law Enforcement Agencies (LEA) and Community Based Organizations (CBO) to counter opioid and other primary drug threats in support of the Governor’s State Interdiction and Counterdrug Activities Plan and national counterdrug efforts. The WA CDP employed 140 National Guard personnel in five specialized mission areas to fill capability gaps and assist supported agency efforts to disrupt, degrade, and defeat Drug Trafficking Organizations (DTO) that threaten the safety and security of the citizens of Washington State. These mission areas include: analysis support, ground reconnaissance, aerial reconnaissance, the Western Region Counterdrug Training Center, and federal operations support.


National Guard analysts worked throughout the state under the direction of their supported federal, state, and local LEAs. This support accounted for 50 to 100percent of LEA analytic capability of the supported agencies and allowed the LEA to focus its limited resources on the highest priority drug threats within its jurisdictions. In addition to analysis support, WA CDP personnel operated LEA owned optics and ground reconnaissance systems along Washington’s northern border with Canada to identify potential drug trafficking routes in areas where LEAs were unable to maintain a physical presence. These combined efforts enabled the seizure of more than $25.6M worth of narcotics, cash, vehicles, and weapons; and supported investigations that led to the arrest of 87 criminals in FY20.

Students attending the Tactical Medicine Course conduct a field training exercise on Joint Base Lewis McChord, Wash. (Courtesy Photo)

FEDERAL OPERATIONS SUPPORT TEAM In FY20, the WA CDP provided thousands of hours of linguistic and analytic support to the Department of Defense, Federal LEAs, and Combatant Commanders. This support resulted in the publication of more than 700 actionable reports, leading to the worldwide disruption or seizures estimated at more than $1.1B worth of illicit material and the arrest of international criminals.

AERIAL RECONNAISSANCE The WA CDP operated the only Air National Guard RC-26 aircraft in the Pacific Northwest and integrated the Army National Guard UH-72 Lakota helicopters for its first Counterdrug mission flights, both in support of LEAs throughout the state and the region. The FY20 aerial reconnaissance missions enabled the arrests of 53 criminals; the seizure of more than 12,000 pounds of narcotics estimated at $58.1M, 34 weapons, seven pounds of explosives, and four vehicles utilized by criminal entities throughout the region.

WESTERN REGION COUNTERDRUG TRAINING CENTER The WA CDP operated the Western Region Counterdrug Training Center (WRCTC) to provide counterdrug and demand reduction training to LEAs, CBOs, and other organizations with counterdrug nexus. In FY20, the WRCTC continued its mission while adjusting to the COVID-19 pandemic by offering courses via webinar in addition to traditional classroom instruction where safety protocols could be followed. With a course catalog of more than 50 courses, the WRCTC provided training to nearly 8,000 personnel representing 1,707 agencies throughout the United States and its territories.

Pilots in the LH-72a “Lakota� helicopter assist Counterdrug operations in eastern Washington in 2020. (Courtesy Photo)



Master Sgt. Ben McNelley

Maj. Keith Kosik


Mission: The WA NG State Partnership Program conducts U.S. INDOPACOM aligned security cooperation engagements that facilitate access to, influence with and insight from our partner nations. In addition, it gives our citizen-soldiers and airmen the broadening experience of working with our international partners and seeing military operations through their eyes.

Engagements generally focus on building capacity and relationships. Our Guard members draw on the experience, skills and expertise they bring from their military and civilian careers. Washington state and its two partner nations are knit closely together through substantial two-way trade, and similar economic, security and infrastructure considerations.


In March 2020, international travel was halted due to Coronavirus and our program began the transition to virtual mediums in order to connect with our partners in Thailand and Malaysia. Reimagining SPP exchanges in a virtual forum with a 12-13 hour time zone difference and the use of translators was a complete team effort. From April - December, all exchanges and planning meetings conducted were executed via videoconference. 2020 exchanges included work on defensive cyber, air defense sector, joint terminal attack, port security/incident response systems, medical, CBRNE, aviation and HA/DR, among others. The Washington National Guard also participated in Cobra Gold (Thailand) and Bersama Warrior (Malaysia) exercises.

Bersama Warrior exercise participants gather during the exercise’s opening ceremony on March 11, 2020 at the Malaysia Armed Forces Joint Force Headquarters in Kuala Lumpur. (Photo provided by Muhammad Firdaus bin Jamaludin, Malaysia Armed Forces Joint Force Headquarters.)

“When you look at other states that have two partnership countries sometimes they’re on two completely different continents,” Maj. Gen. Bret Daugherty, the adjutant general said. “It’s a really unique opportunity for us to be able to not only work just with Thailand or just with Malaysia, but to do some trilateral work between all three of us at some point in the future.”

Maj. Doug Johnson Bilateral Affairs Officer - Malaysia

Maj. Joel Johnson Bilateral Affairs Officer - Thailand

Soldiers from the 96th Aviation Troop Command enjoying some time with their Thai counterparts following an Aviation Subject Matter Expert Exchange in Lopburi, Kingdom of Thailand on Jan. 21-24, 2020. (Courtesy Photo)



Maj. Wes Watson

1st Sgt. Paul Gautreaux


The 10th Civil Support Team (CST) is a 22-man, full-time National Guard asset that supports civil authorities at a domestic Chemical, Biological, Radiological, Nuclear and high-yield Explosives (CBRNE) incident site with identification and assessment of hazards, advice to civil authorities and facilitating the arrival of follow-on military forces during emergencies and incidents of WMD terrorism, intentional and unintentional release of CBRN materials and natural or man-made disasters in the United States that result in, or could result in, catastrophic loss of life or property. Civil Support Teams complement and enhance, but do not duplicate, state CBRNE response capabilities. Located on Camp Murray, the 10th Civil Support Team is responsible for all of Washington state as the team’s primary response area. FEMA Region X is also supported via integration with the CSTs in Idaho, Oregon and Alaska. The 10th CST has an initial deployment time within 90 minutes of alert and can be fully operational in Eastern Washington within six hours of alert.


The 10th CST, in coordination with the Homeland Response Force, TF Steelhead, and the Department of Health, responded in support of ongoing COVID-19 testing operations for Okanagan, Grays Harbor, Yakima, Kitsap, and Franklin County processing high priority samples. This provided county public health officials with near real time situational awareness to the impact and spread of the virus within their jurisdictions. The emerging capability was a joint effort spearheaded by a combined effort of the Washington Military Department and the Department of Health in order to flex the capability and expertise of the CST to develop a quick reaction mobile analytical response team for remote and concerned communities. The 10th CST responded to more than seven real world support missions in the state of Washington, directly supporting first responder agencies across the state, including: - Black Diamond coal mine fire atmospheric monitoring for community - Monroe illegal marijuana operation (FBI, Department of Homeland Security, DEA, local law enforcement) - Kennewick Department of Ecology suspected CWA Chloropicrin - Olympia suspicious package - Department of labor suspicious package - Renton Fire Department vehicle search - JBLM CID fentanyl analysis

The 10th CST continues to build relationships with the local communities through outreach and interagency training.

The 10th CST conducted more than 15 training missions across the United States and integrated local, state, and federal agencies into the response plan, building relationships with the response community at large. The 10th CST also executed training with adjacent CSTs, Homeland Response Forces, and Chemical Response Detachments. Tech Sgt. Ian Crocker, Information Systems Analyst with the 10th Civil Support Team briefs visitors on the capabilities of their communications truck during the AT&T FirstNet Disaster Recovery Showcase at the State Capitol in Olympia, Wash. on Jan. 22, 2020. (U.S. National Guard photo by Joseph Siemandel)


Hazard Site Recon/Survey: The survey section is designed for rapid deployments to accomplish site characterization and reconnaissance of a suspected CBRNE situation. After a reconnaissance has been completed, the survey section can prioritize personnel to start sampling procedures in compliance with local and federal law enforcement standards.

Analytical Laboratory Suite: The Analytical Laboratory Suite (ALS) provides advanced technologies with enhanced sensitivity and selectivity in the identification of specific agents and substances through data received and interpretation. The ALS provides a science-based analysis of CBRNE samples to gain and maintain an understanding of the contaminated environment. Standardized procedures are followed to support informed decisions by the local Incident Commander and state and federal agencies that provide follow-on response to a CBRNE incident. Within the compartments of the ALS, operators have the ability to prepare, extract, analyze and store environmental samples and to document environmental conditions. They may also prepare samples for law enforcement in the event of a criminal or terrorist incident. Independent Decontamination: Decontamination is the reduction or removal of CBRNE contamination from persons and equipment by physical or chemical processes. Emergency response and CST personnel can independently or collectively implement technical and emergency decontamination and verification procedures to ensure that contamination is not spread to contamination-free areas.

Independent Medical Support: The medical section is responsible for the team’s general health and welfare. The section is responsible for ensuring that all team member’s health assessments are completed and reviewed. This includes Occupational Safety & Health Administration (OSHA) physicals, all required immunizations, dental readiness and radiation dosimetry monitoring. During mission deployments, the medical section conducts ongoing monitoring of team members to ensure they can conduct operations in Personal Protective Equipment (PPE). The section also provides emergency treatment when required. Operations Section: The operations section is primarily focused on being a control node for all operational tasks. This includes personnel and logistic tracking. One important part of the operations section is the hazard modeler. The modeler uses a collection of geointelligence pertaining to the event and its location and uses the data stored in the geodatabase generated in the predeployment phase to assist in creating a common operating picture.

Communication Connectivity: The mission of the communications section is to act as a common support communications node at an incident site to maintain interteam and intrateam communications. The communications section conducts a wide variety of tasks at an incident site. The section provides voice, data and video communications through a variety of networks designed to support CST operations and civil and military agencies. The Unified Command Suite (UCS) has the ability to cross-band multiple radio systems to allow uniform communication across multiple agencies. The UCS can also establish and maintain communications within the entire CST footprint and with higher headquarters, other responding elements and reachback subject matter experts. Often, the UCS augments incident command communications as available and within its capabilities. Unified Command Suite for Mobile Incident Command: The CST is assigned to the state and operationally committed to an incident by the military chain of command. At the incident site, the CST operates in direct support of civil authorities. In this role, the CST supports the goals and objectives developed by the incident commander in the incident action plan. The CST commander is in a position to provide valuable civil military coordination information to other military response elements. CSTs task-organize according to their capabilities and the adjutant general’s mission and intent. Requests for information (RFIs) from military agencies outside the CST chain of command are directed to the Joint Force Headquarters–State (JFHQ-S) Joint Operations Center (JOC).

Survey team members from the 10th Civil Support Team conduct a hazardous material detection exercise with the Port of Seattle Fire Department with Washington State Department of Health observers at the Seattle Tacoma International Airport on Nov. 18, 2020. The 10th Civil Support Teams trains for a number of different scenarios alongside civilian first responders. (U.S. National Guard photo by Joseph Siemandel)


Carl Steele

Sgt. 1st Class Michelle Thomas


The Washington National Guard Family Program aims at supporting and educating families throughout their National Guard life. JSS is committed to promoting family preparedness and readiness through education and information referral on community resources, conducting family and service member outreach, forming partnerships and alliances, leveraging resources, providing training for the volunteer force and constantly capitalizing on new capabilities, concepts and technological advances.


Work For Warriors: Assists service members with developing employment opportunities through: career guidance, job skills assessments, resume development and interview skills development. Family Programs: Provides readiness, resources, referrals and other assistance as needed to service members and families to meet the unique needs of military life. Helps to enhance unit cohesion, build family self-reliance and increase family readiness. Family Readiness Support Assistants are responsible for outreach, communication and coordination to include Family Readiness Groups and a Deployment Cycle Support through all phases of deployments. Washington National Guard Youth (WANGY) / Youth Services: Youth services concentrate on youth development and resiliency through youth activities and training. They collaborate with youth organizations to enhance training opportunities for National Guard youth.

Transition Assistance Advisors/VA (TAA): Assists with navigating through the numerous benefits and entitlements in the DoD and VA system to ensure service members understand the benefits they have earned.

Sexual Assault Prevention & Response Program (SAPR/SHARP): A comprehensive program that centers on awareness and prevention, training and education, victim advocacy, response, reporting, and accountability. Army and Air policy promotes sensitive care and confidential reporting for victims of sexual assault and accountability of offenders.

Resilience, Risk, Reduction, suicide prevention (R3SP): Suicide prevention is the business of every leader, supervisor, soldier, airman and civilian employee in the National Guard. This program centers on awareness and prevention, training and education, and quick response to persons at risk of suicide. Training is provided using Applied Suicide Intervention Skills Training/ Ask, Care, Escort (ASIST/ACE). Yellow Ribbon Reintegration Program (YRRP): Provides information, services, referrals and proactive outreach programs to service members of the National Guard and their families through all phases of the deployment cycle. This program also prepares National Guard members and their families for deployments, sustains their families during deployments and reintegrates the service members with their families, communities and employers upon redeployment or release from active duty.

Employer Support of the Guard and Reserve (ESGR): ESGR provides education, ombudsman services and outreach to help service members maintain civilian employment, and promote a culture in which all industries and employers support and value the military service of their National Guard member employees. American Legion Services: American Legion representative advises and assists veterans and their family members in obtaining various benefits earned through sacrifice and service to their country. Survivor Outreach Services (SOS): Embraces and reassures survivors that they are continually linked to the military family through a unified support program that enables them to remain an important part of the military for as long as they desire.

Master Resiliency Training (MRT): Teaches service members a set of skills and techniques that build resilience. The intent is that NCOs will take the skills and training taught in the MRT course to the junior soldiers they instruct and lead to handle adversity, prevent depression and anxiety, prevent PTSD and enhance overall well-being.

Psychological Health Program: The National Guard Psychological Health Program advocates, promotes and guides National Guard members and their families by supporting psychological fitness for operational readiness. Personal Financial Counselors (PFC): Hold national certifications and are qualified to offer confidential one-to-one personal budgeting consultations, financial counseling sessions, financial education, retirement planning, emergency fund development, credit discovery & repair, appropriate credit building, security clearance and financial reviews.

2020 HIGHLIGHTS Work For Warriors - 192 job placements - 3,837 walk-ins/ups worked a total of 5,350 cases - 7,975 attendance in briefs (service members, families and veterans) - 472 resumes and interviews - 1,381 business outreach - 60 unit events - 25 job fairs - Embedded relationships with community partners such as Work Source, Helmets to Hardhats, Washington Military Council, Spokane Veterans Court, Vets on the Farm, King County Veterans Program, Operation Good Jobs, Local Chambers of Commerce, Hometown to Heroes and various other local, state or national committees Family Programs Assistance - 50 service/family members assisted to prevent being homeless - $123,783.26 in financial assistance provided to 182 families - 1,658 holiday meals/toys provided to military families - 953 backpacks and school supplies given to military families

Child & Youth Services - 2032 military youth served at 204 events - 52 volunteers gave 3218 hours - 54 youth trained in Master Resilience Training (MRT) skills - 18 Youth Council members representing ~6000 WA military youth - WANGY Camp in the Cloud was a virtually inclusive solution to continue the traditional WANGY Camp. 101 campers attended this event Employer Support of the Guard & Reserve - Patriot Awards: 192 (includes Guard & Reserve nominators) - Statement of Support: 74 (includes Guard & Reserve employers) - Military members briefed: 2988 (includes Guard & Reserve in WA) - Volunteer hours: 6845 - 30 USERRA inquiries Joint Service Support employees and volunteers help hand out back packs at the Annual Elks USA/Operation Home Front/JSS Back-to-School/School Resource Fair at Camp Murray on Aug. 19, 2020. (Courtesy Photo)

Personal Financial Counselors - Top 4 financial topics explored are the TSP, Budget/Spending plans, credit scores, taxes - Financial counselors hold National Accreditations which include an Accredited Financial Counselor certification and a Certificate of Financial Planning. Sexual Harassment/Assault Response & Prevention - 4218 soldiers and airmen received SAPR/SHARP annual refresher - 29 credentialed victim advocates statewide - Updated WNG SAPR policy - Created SAPR CMG Charter

Resilience, Risk, Reduction, Suicide Prevention - 44 personnel taught ASIST (Applied Suicide Intervention Skills Training) - 14 interventions by JSS Psychological Health Program - Provided counseling and/or referral services to service members & family members - Facilitated health and wellness education and training programs - Established community partnerships serving veterans and their families Survivor Outreach Services - Provided support to 474 surviving family members in Washington State - Partnered and coordinated 30+ events for Gold Star Families to connect - Individualized support to Gold Star Family members, to include; mental health, benefits, financial, education resources, employment, childcare and legal assistance - Briefed at casualty assistance officer/casualty notification officer trainings Yellow Ribbon Reintegration Program - 507 participants served at 10 events

ARMY NATIONAL GUARD Nearly 6,000 citizen-soldiers make up the ranks of the Washington Army National Guard, serving faithfully in their mission of safeguarding lives and property in Washington state and serving our nation in locations around the world. Our Guardsmen are an integral part of Washington state’s communities and will continue to be for generations to come.


Brig. Gen. Dan Dent Assistant Adjutant Gen. - Army

Brig. Gen. Bryan Grenon Land Component Cmdr.

Command Sgt. Maj. Eric Honeycutt State Command Sergeant Major


56th Theater Information Operations Group

81st Stryker Brigade Combat Team

205th Regional Training Institute

96th Aviation Troop Command

96th Troop Command

Joint Force Headquarters Soldiers from 3rd Battalion, 161st Infantry Regiment conduct Squad lanes at the Yakima Training Center on Nov. 5, 2020 as part of their pre-mobilization training. (U.S. National Guard photo by Sara Morris)


Col. Paul Sellars Chief of Staff

Lt. Col. Michael Camaroda G-2, Intelligence

“Fred the Minuteman” stands tall on a cold February morning at Camp Murray, Wash. on Feb. 1, 2020 prior to Army Guardsmen pass by on a leaders run. (U.S. National Guard photo by Sara Morris)

Lt. Col. Chris Blanco G-1, Personnel

Col. Matt James G-3, Operations

Col. Jack Mushallo G-4, Logisitics

Lt. Col. Josh Daily G-5, Strategy and Plans

Maj. Sameer Puri G-6, Information

Lt. Col. Mitch Sieglock State Aviation Officer



Col. Mike Ake

Lt. Col. Casey DeGroof 341st Military Intelligence Battalion


Command Sgt. Maj. Tim Harris

Lt. Col. Nicholas Parker 156th Information Operations Battalion

Maj. Dan Barrow

A Co. 1st Battalion 19th Special Forces Group

Lt. Col. David Coughran Special Operations Detachment - Pacific

Group photo of soldiers with the 341st Military Intelligence Battalion following their field training exercise on Feb. 8, 2020 at Joint Base Lewis-McChord, Wash. (Courtesy Photo)

“DEFENDING MERCURY” 56TH INFORMATION OPERATIONS GROUP CAPABILITIES Search and Rescue - 1-19th Special Forces Company is trained to conduct search and rescue missions in a variety of situations and terrains. Special Operations and Missions - Multiple units in the 56th Theater Information Operations Group provide the Army a number of highly trained special operations experts. Foreign Language and Translation - The 341st Military Intelligence provides qualified linguists in Japanese, Korean, Russian, Chinese, Thai, Vietnamese, Arabic, Persian Farsi, French, Spanish and German, along with many others. These linguists can also provide translation support.

Intelligence Gathering - The 341st Military Intelligence is able to provide signal, human and counterintelligence capabilities in support of the overall military mission. Cyber Security - The 56th TIOG can provide trained cyber security experts with both a military and civilian background.


Information Operations professionals deployed in support of the Special Operations Joint Task Force – Operation Inherent Resolve, as well as supported INDOPACOM exercises across the Pacific. This year the 156th Battalion was able to capitalize on its digital capabilities to maintain an aggressive training program in spite of COVID-19 associated shut downs and still support the Washington National Guard domestic operations. A/1-19th began preparing ODA 9111 for mobilization through a robust pre-mission training and validation at Camp Williams, UT. Teams conducted intensive training throughout the year in preparation for a JRTC rotation and an overseas Balance Torch Mission with our Thailand partners.

341st Military Intelligence soldiers and leaders participated in multiple missions as we met the challenges associated with a global pandemic and civil unrest. Linguists supported the mission by translating health and safety information in support of EMD’s Limited English Proficiency program. The Federated Intelligence Program (FIP) and Command Language Program (CLP) continued to improve on the success of last year supporting missions for USARPAC, NSA- Hawaii, and CYBERCOM. Additionally, the 341st was recognized as the CLP of the Year and the Linguist of the Year at the annual Language Conference in Utah for the second year in a row. SOD-P was deployed to Afghanistan at the beginning of 2020 and served as the core of the Combined Special Operations Joint Task Force-Afghanistan (CJSOTF-A) in support of Operation Enduring Freedom’s Resolute Support Mission. They were tasked with the Train, Advise, Assist and Mentor (TAAM) mission working with the Afghan National Army Special Operations Command (ANASOC) across the breadth of the country during a challenging and dynamic period that include the post-Eid surge, Afghan fighting season, national elections, winterization and peace talks with the Taliban. Since returning home, SOD-P re-orient towards the INDOPACOM area of responsibility and continue to cultivate relationships with key stakeholders in the region.

Maj. Drew Nevins, 156th Information Operations Battalion, holds an American Flag while deployed to the Middle East in support of Special Forces Joint Task Force -Operation Inherent Resolve. (Courtesy Photo)



Col. Jim Perrin

Lt. Col. Bill Cooper

1st Battalion, 161st Infantry Regiment

Lt. Col. Craig Broyles

3rd Battalion, 161st Infantry Regiment


Command Sgt. Maj. Carter Richardson

Lt. Col. Matt Chargualaf 181st Brigade Support Battalion

Lt. Col. Tamara Brathovde 898th Brigade Engineer Battalion

Maj. Matt Braddock

2nd Battalion, 146th Field Artillery Regiment

Soldiers with 3rd Battalion, 161st Infantry Regiment monitor the streets around Seattle City Hall, June 4, 2020, in order to protect people and property, at the request of the Mayor of Seattle. (U.S. National Guard photo by Sgt. Alec Dionne)

“CASCADE RIFLES” 81ST STRYKER BRIGADE COMBAT TEAM CAPABILITIES Stryker Infantry - Soldiers of the 161st Infantry are experts in ground combat and are able to employ a range of direct and indirect fire weapon systems in concert to close with and destroy the enemy. Stryker vehicles allow infantry units to rapidly deliver ground forces to the decisive point of battle. These same capabilities allow Stryker infantry units to provide domestic emergency response and humanitarian aid during crisis. Engineering - Multiple engineer companies in the 898th Brigade Engineer Battalion are capable of conducting combat engineer operations and horizontal engineering, as well as road construction and demolition. Field Artillery - 2-146th Field Artillery units synchronize and employ indirect howitzer fires in support of ground maneuver.

Logistical Support - The 181st Brigade Support Battalion provides logistical and supply support and is capable of sustaining the entire 81st Stryker Brigade Combat Team during combat or domestic disaster response operations.

Intelligence Gathering - Guardsmen from multiple companies are trained in Human Intelligence collection, Surveillance and Reconnaissance, and Signal Communication Intelligence collection. Maintenance - Every battalion maintains a headquarters section that has trained vehicle maintenance professionals.

Signal / Communications - C Co. 898th Brigade Engineer Battalion is proficient in communication network operations.

Medical - C Co. 181st Brigade Support Battalion provides trained medical professionals for both federal and state missions.


The 81ST Stryker Brigade Combat Team (SBCT) experienced a tumultuous 2020. The COVID-19 outbreak worldwide resulted in the cancellation of the 81st SCBT’s National Training Center Rotation 20-07, but all of that building of combat readiness was not in vain. Due to the pandemic, the Washington National Guard was activated to provide aid to Washingtonians, in which the 81st SBCT deployed more than 750 Soldiers in support of the relief efforts. In June 2020, under the full activation of the Washington Army National Guard, the 81st SBCT deployed a 1,000 soldiers to support the City of Seattle and the greater King County to assist Law Enforcement Agencies during civil unrest.

During all of the support to Civil Authorities, the 81st SBCT is simultaneously preparing for NTC Rotations 21-05 and 21-8.5, make up rotations for the cancelled 20-07 rotation. These rotations serve as gated requirements for the 81st SBCT to complete in its preparation for 2x Enhanced Forward Presence-Poland (eFP) rotations starting in April ’21. These eFP rotations are in support of NATO cooperation within the sphere of influence to foster peace and partnership with our partners. Additionally, the Headquarters of the 81ST SBCT began its mobilization preparatory training in preparation for a March ’21 deployment to Ukraine to support the Joint Multi-National Training Group-Ukraine (JMTG-U). JMTG-U is a U.S. lead operation in support of the continued professionalization of the Armed Forces-Ukraine and is the largest active Security Forces Assistance Operation in the world.

Soldiers from 3rd Battalion, 161st Infantry Regiment conduct pre-deployment training at the Yakima Training Center, Yakima, Wash. on Nov. 4, 2020. (U.S. National Guard Photo by Sara Morris)



Col. Kevin McMahan

Lt. Col. Tim Ozmer

1st Battalion, 303rd Cavalry Regiment

CW4 Scott Pierson

133d Army National Guard Band


Command Sgt. Maj. Eric Sandland

Lt. Col. Marco Brettman 420th Chemical Battalion

Lt. Col. Amanda Doyle 741st Ordnance Battalion

Lt. Col. Steve Hobbs

122nd Public Affairs Operations Center

Lt. Col. Patrick Calcote 144th Army Liaison Team

Members of the 176th Engineer Company based out of Snohomish, Washington, help renovate a home in the small community of Northport. The project will provide a new home for the Northport Historical Society and the town’s visitor’s center. (U.S. National Guard photo by Jason Kriess)

“EXCELSIOR” 96TH TROOP COMMAND CAPABILITIES Decontamination - The 420th Chemical Battalion conducts decontamination on personnel and equipment.

Transportation - 1041st Transportation Company provides expertise in large truck driving and hauling of equipment. They also provide assistance to the citizens of Washington through high water driving during floods.

Vertical Construction - The 176th Engineer Company specializes in vertical construction, repairs and maintains vertical infrastructures. Ordnance Disposal - 319th EOD are trained to reduce or eliminate the hazards of munitions and explosive devices.

Liaisoning - 144th Army Digital Liaison Detachment provides liaison capability between Army forces, Joint Task Force and subordinate headquarters to ensure communication, mutual understanding, and unity of purpose and action. Law Enforcement - 506th Law and Order Detachment can provide military assistance to civil disturbance capabilities and mobile or static security on order.

Public Affairs - 122nd Public Affairs Operations Center provides public affairs support as directed by state civil and military authorities. Performing Arts - 133d Band provides music throughout the entire spectrum of operations to instill in our forces the will to fight and win, foster the support of our citizens and promote America’s interests at home and abroad.


250 soldiers supported COVID-19 response.

Formed the core of the Homeland Response Force’s Joint Task Force Steelhead response to COVID-19.

Provided three liaisons from the 144th and 19 Soldiers from the 420th Chemical Battalion supported Wildland Fire Fighting in eastern Washington. 1st Squadron, 303rd Cavalry Regiment redeployed after a successful rotation in Jordan in support of Operations Spartan Shield. 319th Explosive Ordnance Disposal Company deployed in support of Operation Freedom Sentinel.

122nd Public Affairs Operations Center redeployed from various locations in support of Operation Freedom Sentinel and Operation Inherent Resolve. 122 soldiers supported civil unrest response in June.

Trained an additional 250 soldiers from 1st Squadron, 303rd Cavalry Regiment to support potential civil unrest activities.

U.S. Soldiers in Alpha Troop, 1-303rd Cavalry Regiment, Washington National Guard, attached to the 30th Armored Brigade Combat Team, conduct preparations for training while deployed in the Middle East, Feb. 10, 2020. (U.S. Army National Guard photo by Lt. Col. Cindi King)



Col. Dan Brewer

Lt. Col. John King

1st Battalion, 168th General Support Aviation

Chinooks piloted by joint Bravo Company 1st Battalion, 168th General Support Aviation and Bravo Company 6th Battalion, 101st Pachyderm AirCrews depart to conduct an Air Assault with 5th Battalion, 101st Cmbat Aviation Brigade for 173rd Brigade Engineer Battalion at the Novo Sello Training area Bulgaria. (Photo credit SSG Renee Seruntine)


Command Sgt. Maj. Brian Rikstad


Medium Lift Helicopters – The UH-60 Black Hawk helicopter has medium-lift capability and performs a wide array of missions including transport, slingload, and water-bucket operations.

Heavy Lift Helicopters – The CH-47 Chinook helicopter is a tandem-rotor, heavy-lift capable aircraft, generally used to transport personnel and equipment, with a sling-load capacity of more than 25,000 lbs. Support Helicopters – The LUH-72 Lakota helicopter is used mainly for support and security operations, frequently assisting state and local Law Enforcement Agencies. Fixed-Wing – The C-12 Huron is a twin-engine turboprop airplane used for passenger, VIP, and light cargo transportation, with an impressive range of over 1,400 nautical miles.

Medical Evacuations (MEDEVAC) – Emergency patient evacuation in either combat or stateside emergency situations, utilizing specially-fitted aircraft, hoist capabilities, and proficient flight medical teams. Aviation Maintenance – Aircraft maintenance specialists ensure that the fleet remains serviceable and safe for aviation operations, extends the lift of each aircraft, and maintains an exceptional airframe operational availability/readiness rate.

Forward Support – Forward Support Companies (FSCs) provide food, transportation, and refueling capability for 96th ATC personnel and aircraft, as well as ground maintenance support to the 96th ATC’s wheeled stock.


96th Aviation Troop Command retains a Brigade level Mission Command capability of all Washington Army National Guard aviation assets to prepare for both federal and state assigned missions. Throughout 2020, the 96th Aviation Troop Command demonstrated readiness and proficiency throughout several real-world missions, helping to protect and safeguard the residents of Washington State and our nation. Units from the 96th ATC are currently deployed in support of overseas operations in Afghanistan (Operation Freedom’s Sentinel), and Kosovo (MEDEVAC), and elements from Delta Co., Echo Co., and HHC 1-168th GSAB as well as Charlie Co. 1-140th AVN will mobilize in the spring of 2021 for both Kuwait (Operation Spartan Shield) and Iraq (Operation Inherent Resolve). Within the period from July 2020 to March 2021, nearly every Washington Army National Guard Aviation unit will have been mobilized to support a federal mission overseas. While deployed to Kandahar and Bagram, these CH-47 Chinook crews and maintainers played a key role in the retrograde of personnel and equipment, performing numerous sling-load operations in support of the announced drawdown of forces in the region. Just prior to the end of the fiscal year, Charlie Co. 1-168th GSAB’s medevac crews received their validation and departed for the Kosovo Force (KFOR) Mission, providing critical medevac capability to the ongoing NATO safety and stability operations there.

State side the units from the 96th ATC provided aviation aircrew, aircraft, and ground personnel to support a myriad missions which included: assisting the various COVID-19 Task Forces, conducting VIP transport throughout the state, providing proficiently-trained soldiers for civil-disturbance events, and maintaining a ready posture for emergent wildland firefighting and search & rescue operations, all while balancing the demands and resource-constraints placed on the unit from current and pending federal mobilizations. During another historic wildfire season, UH-60 Blackhawk helicopter aircrews from the 96th ATC provided critical support to Department of Natural Resources and United States Forest Service ground personnel, delivering timely and accurate water bucket drops on several fires throughout the state over many weeks of sustained operations. Crews flew more than 136 combined hours, dropping more than 400,000 gallons of water on the Fish, Evan’s Creek, Sumner Grade, and Omak fires.

Continuing the long tradition of Washington Army National Guard Aviation units standing ready to deliver airlift capability to the residents of Washington State, aircrews from the 96th ATC provided critical extraction and medical support to several injured residents in two separate incidents within a three-month span in late 2020. In August, during a regularly-scheduled IDT weekend, and while other aviation resources were unavailable, one of our UH-60 Blackhawk helicopter crews rescued three people injured following a rockslide in hilly terrain just south of Mount Rainier. Then again, in mid-October, another UH-60 crew, while preparing for a standard Night Vision Goggle training flight, received a request to rescue an injured horseback rider in the hills near Packwood. Flight medics helped move the injured person more than 1/3 of a mile through steep terrain before delivering him to civilian medical personnel staged at Olympia Airport. These real-world scenarios not only enhanced the technical experience and ability of the aircrews, but served as a means of strengthening the Guard’s relationship and reputation with local emergency agencies and the citizens of Washington State. Counter Drug Aviation Operations resumed in 2020 utilizing UH-72 Lakota helicopters belonging to Charlie Co. 1-112th AV, based out of Fairchild Air Force Base, Spokane. Working directly with the Washington State Patrol, County Sheriff Departments and local Law Enforcement Agencies, aircrews logged nearly 100 flight hours, providing key aerial assessment capability, greatly assisting the supported organizations in all forms of Narcotics Interdiction Operations. A helicopter from 1st Battalion, 168th General Support Aviation, 96th Troop Command fills up a Bambi bucket near Bonney Lake, Wash. while fighting the Sumner Grade Fire on Sept. 13, 2020. (Courtesy Photo)




Col. Roger Wold

Command Sgt. Maj. Jason Ausen

Lt. Col. Adam Rodgers

1st Battalion, 205th Regiment

Lt. Col. Dan Raymond

2nd Battalion, 205th Regiment


The 205th Regiment maintained an enviable operation tempo during 2020, seizing opportunities to increase student throughput and expand influence for the Washington Army National Guard.

In 1st Battalion, our cadre of tactically focused professional instructors trained students from across the nation in the Maneuver Senior Leader, Unit Movement Operations, Master Fitness Trainer and Maneuver Tactics Foundation courses. Instructors from the battalion, in partnership with I Corps, are postured to provide Stryker Leader Course instruction in fiscal year 2021.

2nd Battalion’s leadership development professionals continued to excel in training Officer Candidate School and Warrant Officer Candidate School candidates from across the country. The Battalion employed innovative training methods to mitigate COVID risk while still meeting all requirements outlined by Training and Doctorine Command and successfully accomplished their mission to train future leaders within the Washington Army National Guard. As momentum gathers for the Multi Component Unit initiative, and demand for a regional training nexus increases, the 205th RTI remains committed, capable and postured to ensure we will answer the call and deliver quality training both to the Washington Army National Guard and our national partners.

OCS Phase 3 Group Photo at Joint Base Lewis-McChord, Wash. on July 30, 2020. (Courtesy photo)

“VICTORY THROUGH LEADERSHIP” COURSES OFFERED Officer Candidate School: Officer Candidate School (OCS) develops and evaluates the leadership qualities of soldiers that are striving to become commissioned officers in the Army National Guard. These candidates are expected to lead soldiers under stressful conditions through the use of problem solving and team building skills. Those that succeed graduate and become second lieutenants.

Warrant Officer Candidate School: Warrant Officer Candidate School (WOCS) trains, assesses, evaluates and develops seasoned soldiers with a specific technical skill level and transforms them into Warrant Officers in the Army National Guard. Warrant Officers are the technical experts that advise and assist both soldiers and commanders on how to manage and operate Army systems and equipment. Unit Movement Officer Deployment Officers Course: Unit Movement Officers Deployment Planners Course (UMODP) provides unit deployment officers and NCOs at company, troop or battery level with the ability to plan, organize and conduct company-size unit movements, training and operations. Topics include: development of unit movement plans; TC-AIMS II (computer training) creating OEL,UDL; preparing unit supplies, equipment, and personnel; using containers in unit-movement planning; weighing and marking equipment for air movement; rail-equipment characteristics & rail load out exercises; blocking, bracing, packing, crating and tie down procedures for equipment of all modes.

Maneuver Senior Leaders Course: Part of Non-Commissioned Officer Education System. Targets the mid-grade NCO and is a requirement for promotion to Sergeant First Class (E7). With the goal to educate Infantry and Armor NCOs to be adaptive leaders, critical and creative thinkers, armed with the technical, tactical, administrative and logistical skills necessary to serve successfully at the platoon and company level. Prepares NCOs with a principle understanding of the duties of a First Sergeant and a battle staff NCO.

Master Fitness Trainer Course: To train selected noncommissioned officers and commissioned officers in all aspects of the Army’s Physical Readiness Training System. This will enable them to perform as unit advisors to their commanders on physical readiness as well as establish and monitor both unit and individual Physical Readiness Training Programs. The school is capable of training 40 students per month for both Active Duty and Reserve soldiers. 1st BN, 205th is one of three units nationwide that is certified to conduct this training.

Modern Army Combatives Level I and II: Basic Combatives Course (Level I) designed to produce platoon level trainers who can teach basic tasks and drills that every soldier in the Army must know. Tactical Combatives Course (Level II) instruction addresses not just the how but also the why of the technique trained in Basic Combatives Course. Tactical Combatives Course (Level II) teaches additional ground fighting technique and introduces the throws and clinches of Greco-Roman wrestling and Judo. Maneuver Tactics Foundation Course: The course includes training on Army Doctrine (as outlined in ADP 3-0 and ADP 3-90) and foundations for tactical planning and execution to include Army operations, troop leading procedures, operations order, operational terms/symbols, the defense and the offense. This training will ensure standardization of tactical doctrine for infantry instructors, leaders and other combat arms trainers.

Common Faculty Development Instructor Course (CFD-IC): CFD-IC is designed to train and certify military instructors on small group instruction methodology. The course presents exercises and conferences designed to have students experience firsthand how groups react and interact to a variety of situations and SGI methodologies.

Warrant Officer Candidates pose with Chief Warrant Officer 5 Tim Gorden after completing the accelerated WOCS course at Ft. Rucker, Alabama on July 31, 2020. (Courtesy Photo)


AIR NATIONAL GUARD The Washington Air National Guard is comprised of two wings and an Air Defense Sector: The 141st Air Refueling Wing (headquartered at Fairchild Air Force Base in Spokane), the 194th Wing (headquartered at Camp Murray) and the Western Air Defense Sector (headquartered at Joint Base Lewis-McChord). The citizen-airmen serve the state and nation in diverse military occupations performed at home and overseas.


Col. Gent Welsh Commander - Air National Guard

Chief Master Sgt. Marvin Boyd Command Chief Master Sergeant


141st Air Refueling Wing

194th Wing

Western Air Defense Sector

Washington Air National Guard Commander Brig. Gen. Gent Welsh meets with Airmen activated to assist law enforcement agencies for protest and unrest assistance in the state, June 7, 2020, in Seattle. (U.S. National Guard photo by Master Sgt. John Hughel, Washington Air National Guard Public Affairs)


Col. Paige Abbott Director of Staff

Col. David Stockdill A-3/7, Operations and Plans

Lt. Col. Matthew Venable Chief Master Sgt. Darlene Boydston Executive Officer A-1, Personnel

Lt. Col. Lisa Weaver Air Component Communication Element

Lt. Col. Jeffrey Baltzell A-5/8, Strategy and Assessment

Lt. Col. Aaron Andrews A-2, Intelligence

Col. Michael Burk A-6, Command & Control

Master Sgt. Naz Brockman, Washington Air National Guard Headquarters fills boxes at the Issaquah Food Bank on April 30, 2020. (U.S. National Guard Photo by Joseph Siemandel)



Col. Larry Gardner

Col. Lisa McLeod

141st Maintenance Group


Chief Master Sgt. Brandon Ives

Lt. Col. Ron McNamara

Staff Sgt. Summer Welch, 141st Medical Group, 141st Air Refueling, Fairchild Air Force Base, Washington, hangs a bag of saline for an Intravenous drip on a simulated patient at the Washington State University Riverpoint Campus medical Training facility in Spokane, Washington. The 141st Medical Group frequently trains with the local community to increase cross knowledge. (U.S. National Guard photo by Tech. Sgt. Michael Brown)

141st Medical Group

Col. Charles Riley

141st Mission Support Group

Col. Greg Nolting

141st Operations Group

“ACE OF SPADES” 141ST AIR REFUELING WING CAPABILITIES Air Refueling Operations - The 141st Air Refueling Wing (ARW) works with the 92nd ARW to conduct in-flight refueling.

Civil Engineering - The 141st Civil Engineers specializes in vertical construction, repairs and maintains vertical infrastructures.

Search and Rescue - The 141st Civil Engineers make up the Homeland Response Force’s Search and Rescue component. Aircraft Maintenance - 141st Aircraft Maintenance Squadron is responsible for the safety of the pilot and crew that fly the aircraft.

Aircraft Sustainment -141st Maintenance Squadron is responsible for the long term sustainment and major maintenance of the fleet that will keep the KC-135 flying beyond 2040. Security Forces - The 141st Security Forces provide security operations, entry control and quick reaction forces. Heavy Equipment Operations - The 141st Civil Engineers are equipped for construction projects, both vertical and horizontal. Medical Services - 141st Medical Group augment other medical professionals during emergencies and deployments.

Force Support - The 141st Force Support can provide food service, recreation, mortuary and casualty assistance. Logistics - Provide internal logistical and supply support to all units assigned to the 141st Air Refueling Wing.


Tech Sgt. Thomas Williams, 141st Security Forces Squadron, collaborates with local law enforcement in an effort to prevent public disturbance during demonstrations. (U.S. Air National Guard Photo by Tech Sgt. Michael Brown/Released)

The 141st Air Refueling Wing executed another tremendous year fighting America’s wars, defending our homeland, and building partnerships across the nation. Federally, the wing continues to take the fight to our enemies and deployed 177 airmen in support of combatant commands. The 141st Air Refueling Wing also continued unwavering homeland security presence in support of the “no fail” Operation Noble Eagle Aerospace Control Alert mission. Furthermore, 2020 was a year of validation for the wing’s strategic assurance and deterrence mission in support of U.S. Strategic Command, exceeding standards across three operational readiness exercises. Domestically, 2020 was unprecedented, with a record 403 wing airmen supporting operations across the state and nation. Thirty-nine new Red Card wildland fire fighters were trained, 50 others were recertified, and 21 airmen were activated in support of Washington Department of Natural Resources combating the Whitney and Inchelium Complex fires. Our COVID-19 response efforts spanned the state and beyond as we manned testing sites, back-filled multiple food banks, and provided contact tracing efforts with 194 of our professional 141 ARW airmen. Further, due to numerous civil disturbances throughout the state, our Wing activated 179 airmen for riot control, protests, and law enforcement assistance to the City of Spokane and Spokane County. The 141st Operations Group continued to support multiple Geographic and Functional Combatant Commands and provided forces to eight of the 11 unified combatant commands: 141st Operations Group personnel deployed over 1,100 days of cumulative service in support of United States Central Command combat operations. Aircrews enabled persistent Close Air Support capability over enemy territory by offloading nearly 18 million pounds of fuel to fighter, bomber and reconnaissance aircraft, which directly contributed to more than 850 kinetic strikes and provided critical air power to US and coalition forces engaged in over 90 troops-in-contact situations culminating in more than 250 enemy combatants killed in action and 140 targets destroyed. In support of Operation NOBLE EAGLE Aerospace Control Alert mission, aircrews scrambled 25 times to prevent intrusion into the North American Air Defense Identification Zone while offloading more than 920 thousand pounds of fuel to interceptor aircraft. The 141st Operations Group also deployed in support of INDOPACOM, providing two KC-135 aircrews with support personnel. The RC-26 crews executed critical Domestic Operations support as well, providing incident assessment and awareness during counterdrug support operations and wildland firefighting. Aircrews flew 140 sorties totaling 513 hours in support of National Interagency Fire Center (NIFC) objectives. Bringing capabilities that no other asset can bring to bear, NIFC extended their request for assistance for the RC-26 twice this year. The RC-26 detected an astounding 182 new fires across 10 states, saving an estimated $79 million in resource and property loss costs. Further, the RC-26 mapped 253 existing fires, while also utilizing the aircraft’s video down-link capabilities to deliver real-time data to firefighters and incident commanders. The 141st Maintenance Group continues to support our “Neighbor and Nation” on multiple mission sets; supporting Freedom Sentinel in U.S. Central Command; Theater Security Package in IndoPacific Command; NORTHCOM via Operation NOBLE EAGLE; defending the homeland and USSTRATCOM. On the neighbor side of operations, the Maintenance Group continues to lead volunteerism, supporting state COVID-19 food banks, contact tracing, civil disturbance and most recently wildfire support. Guided by continuous process improvement, 141st maintenance group Airmen developed a multi-purpose avionics trainer which permits personnel to evaluate and repair maintenance discrepancies without the requirement of an aircraft, while still allowing the accomplishment of 125 skill-level upgrade tasks. Lastly, the Air Force Repair and Enhancement Program, Auxiliary Power Unit Rebuild Initiative and Aerospace Ground Generator Refurbishment has saved the Air Force more than $1.8M in 2020. The 141st Medical Group continued to lead as the first of 531 Reserve Component medical units and second of more than 1,100 medical units in the Department of Defense to utilize military health system Genesis, the new $11 billion electronic health record system. The Homeland Response Force Medical Element is actively supporting both state and regional COVID-19 global pandemic response efforts. In addition, the medical group continues to expand their innovative community clinical training partnerships with both Washington State University Colleges of Medicine and Nursing and Spokane’s Mann-Grandstaff Veterans Affairs Medical Center. The 141st Mission Support Group was instrumental in the support of the COVID-19 pandemic; deploying Airmen to seven regional foodbanks and distribution centers to process nearly 30 million pounds of food, serving more than 1.5 million meals to our state’s residents. During the same timeframe, the 141st Mission Support Group organized the deployment of 25 Red Card trained Airmen to assist the Department of Natural Resources in saving more than 150,000 acres ablaze in the state. Additionally, 114 Wing Airmen were activated to support multiple civil disturbances throughout the state, protecting 125,000 square feet of retail space valued at more than $330 million dollars. 141 MSG is committed to sustained support and proactive customer service for Team Fairchild and its various mission sets.

Federally, 20 Airmen in the 141st Mission Support Group have deployed in support of federal taskings this year and the Group remained engaged at home station, facilitating deployment training and processing for more than 177 Wing Airmen deploying in support of Reserve Component Period, Theater Security Package, and Air Expeditionary Force taskings, supporting 24/7 alert aircraft missions for Operation NOBLE EAGLE, and delivering 15.1 million gallons of fuel to the Fairchild Air Force Base tanker fleet. Contracting continues to demonstrate its status as the best in our region with oversight of $14 million in contracts for Washington, Oregon, California and Guam.




Col. Kenneth Borchers

Col. Francis Scolaro 194th Air Support Operations Group

Chief Master Sgt. Allan Lawson

Col. Nate Foster 194th Mission Support Group

Col. Robert Siau

252d Cyberspace Operations Group

Col. Jeanine Sommerville 194th Medical Support Group

194th Wing and 225th Air Defense Group Air National Guardsmen assist Washington State Department of Natural Resources fight wild fires near Inchelium, Washington Sept 16, 2020. (U.S. National Guard photo by Airman 1st Class Mckenzie Airhart)

“PHOENIX” 194TH WING CAPABILITIES Cyber Mission Planning - Provide planning teams to conduct cyber protection missions.

Industrial Control System Assessments - Three teams dedicated to industrial control systems that can provide training and assessments on Supervisory Control And Data Acquisition systems. Cyber Security Remediation - Provide security remediation to federal and state cyber systems.

Vulnerability Assessments - Provide cyber vulnerability assessments on critical federal and state cyber systems.

Theater Communications - Able to provide a full complement of combat communications to a squadron or battalion to include Secret Internet Protocol Router Network (SIPR), Nonclassified Internet Protocol Router Network (NIPR) , voice and radio.

Joint Incident Site Communications Capability (JISCC) - Provides the state of Washington a domestic operations communications suite that gives an incident commander a full array of communications options. Joint Targeting Support- Provide tailored intelligence to support all phases of the Joint Targeting Cycle.

Incident Awareness and Assessment - Provide Incident Awareness/Assessment to civil authorities through the use of geospatial information tools. Cyber ISR - Provides digital network intelligence analysis for 25th AF and U.S. Cyber Command. Medical - Augments other medical professionals during emergencies and deployments. Force Security - Provide security operations, entry control and quick reaction forces.

Air Operations Support - Joint Tactical Air Command Parties provide ground to air communication and coordination during both peacetime and wartime missions. Total Force Support - Can provide food service, recreation, mortuary and casualty assistance.

Weather Forecasting - Can provide commanders real-time weather forecasts before conducting missions.


The 194th Medical Group lead Medical Airman to Airman Exchange with Royal Thai Air Force counterparts strengthened the U.S. posture in the IndoPacific Command. They provided domestic capabilities for Emergency Service Function 8, spear heading coordination of state disaster response – while building intrastate military and inter-agency relationships. The 194th MG also provided a Medical Field Advisory Council appointee to the Air National Guard to help with certifications and incentive pay for Air health professionals.

The 252nd Cyber Operations Group was not only busy providing election security in partnership with the Secretary of State’s office, they also provided cyber expertise for Exercise Cobra Gold in Thailand, IndoPacific Command, Europe Command and performed cyber assessments with Tacoma Public Utilities. The unit also provided a team to support the Washington Counterdrug Program, a team to the Air Force Research Lab, and a team to Pacific Sentry exercise to bolster the relationship in IndoPacific Command. The 252nd also support the Joint Task Force Steelhead with their communication plan and worked with SpaceX Starlink to provide internet to partners and civilians in EUCOM. Airmen also activated following Hurricane Laura to aid the Louisiana National Guard to support assessments following the damage to ensure the state could rebound safely and securely. Following the outbreak of the COVID-19 pandemic, the leadership of the 194th helped make more than 500 face masks to donate to citizens, airmen and medical personnel.

The 194th Mission Support Group took part in a number of construction related projects including development on the first Camp Murray Operability and Energy Sustainability plan. The unit support the base-wide fire alarm upgrade project while verifying the installation HAZMAT spill plan following the Great Washington Shake Out. Airmen also spearheaded the unification project at Camp Al Sayliyah in Qutar, helping save the government nearly $96 million in construction costs. They also managed a number of projects at the Basa Air Base in the Philippines, working with the Philippines Air Force, strengthen ties. The unit also oversaw 25 projects that will support Joint Task Force Guantanamo, supporting nearly $9 billion dollars in projects.

194th Security Forces had a busy year deploying overseas and supporting operations in the state. The unit took part in their largest federal deployment, working with active duty Air Force Security Forces on multiple missions. Guardsmen from the 194th Logistics support the Washington Department of Natural Resources during the wild land firefighting effort, the state’s COVID-19 response and the response to civil unrest across the state. The 194th Air Support Operations Group mobilized more than 1/3 their unit end personnel to three different combat theaters in 2020. Airmen volunteered to support multiple exercises across the globe as well, to strengthen partnerships, to include supporting the NATO mission in Kosovo. State side the 194th ASOG provided support to firefighting efforts in Washington state.

Airmen with the 116th Air Support Operations Squadron continued to support missions around the globe, including deployments to Syria, Afghanistan, Germany, Thailand and working with Special Operations and NATO partners. The 116th also support the world famous Navy Top Gun School with Close Air Support training evaluations. The unit also provided critical support to nine wild land fires, providing Air to Ground support to fire fighters in the region battling blazes in multiple states.

Medevac Crew from the Washington Army National Guard and 2nd Lt. Darien Konzelman, Washington Air National Guard (in civilian clothes) helps a injuried hiker near Packwood, Wash. on Aug. 1, 2020. (Courtesy Photo)


Col. Scott Humphrey

Col. Raed Gyekis

225th Air Defense Group


Chief Master Sgt. Laurie Doyle

Lt. Col. Richardo Camel 225th Support Squadron

U.S. Army Maj. Gen. Bret Daugherty, The Adjutant General, Washington National Guard (second from left), and U.S. Air Force Brig. Gen. Gent Welsh, Commander, Washington Air National Guard (second from right), observe various software demonstrations during the second ever Advanced Battle Management System (ABMS) onramp event at Joint Base Lewis-McChord, Wash., Sept. 2-3, 2020. (U.S. Air National Guard photo by Maj. Kimberly D. Burke)

Col. Brian Bergren

225th Air Defense Squadron

“BIGFOOT” FEDERAL AND STATE MISSIONS Federal Mission: The Sector’s primary mission along with the Eastern Air Defense Sector (EADS) is “Guarding America’s Skies.” This 24/7 role involves the use of radar and communications systems to monitor air traffic from the Mississippi River west to the Pacific Ocean, and from the Canadian border south to the Mexican border. The Sector reports to Air Combat Command and North American Aerospace Defense Command (NORAD) in its federal role. State Mission: WADS reports to the governor through the Washington National Guard headquarters at Camp Murray. The Sector works with state agencies to provide rapid response in the event of natural or manmade disasters, and participates in disaster preparedness exercises. The Sector is able to provide an air picture to help in rescue operations in the event of disasters.


In 2020, the Western Air Defense Sector provided 24/7 homeland defense while watching over 29 million aircraft flying in the National Airspace. WADS operations personnel scrambled alert fighters on 12 suspect aircraft, took various tactical actions on more than 106 others and monitored 7,064 tracks of interest. Supporting the President of the United States (POTUS), WADS performed nearly 17,790 man-hours of temporary flight restriction (TFR) and National Capitol Region enforcement.

WADS is spearheading numerous cutting edge initiatives this year in the areas of: Advanced Battle Management System (ABMS), Joint All Domain Command and Control (JADC2), Battle Management Training Next (BMTN), and Mission Training Center (MTC).

WADS is a key player in the evolution of ABMS and has conducted two onramp events in 2020. ABMS is the Air Force’s effort to build a network of computers and software that allows information to be fused and made available instantaneously across geographically separated forces from the highest strategic levels down to the tactical, on-the-ground warfighters. The WADS team has expert knowledge in what it takes to command and control tactical forces and WADS hope is that by participating in this effort, WADS can define the future of networked warfare as well as our own future.

The broader effort, known as JADC2, is the DoD’s concept to connect systems and sensors from the Air Force, Army, Marine Corps, Navy, and Space Force and allies, into a single networked architecture. WADS has the expertise in Air Force and Federal Aviation Administration radar integration and is plugged into over 250 radars, thus making WADS uniquely equipped to help define the future of sensor networks.

WADS has secured $1.2 million to support the development of BMTN. BMTN is a specialized computer console that allows for a controller to sit in front of a simulated radar display and talk on a simulated radio to a computer program that dynamically responds and reacts. It simulates complex scenarios that a controller would encounter in the real world. Once fielded, it will be useful in training WADS controllers to be better and more effective at their job. WADS will start construction of the MTC in 2021. The MTC is a replica of the WADS operations floor and gives WADS a facility away from the operations floor to train operators in complex scenarios. The MTC will give WADS a place to train that is comparable to our actual operations floor, but they also allow us to link virtually with other units and train together. WADS continues to build its relationship with Malaysia and Thailand via the State Partnership Program. Even though COVID-19 has caused the meetings to go virtual, WADS has continued to provide support in the areas of command and control and data link expertise.

WADS traditional drill status Guardsmen have been very busy assisting Washington State with domestic operations during COVID-19 pandemic to include supporting food banks, unemployment claims processing, COVID-19 contact mapping, civil disturbances and wildfires.

WADS Airmen assisted with the Food Lifeline COVID Response Center in Seattle by processing, packing, and distributing food and goods to more than 300 food banks across 17 counties in Washington State. Airmen boxed and distributed approximately 160,000 lbs of food daily.

Senior Airman Payton Chiou, 225th Support Squadron, volunteered to support multiple domestic operations. Chiou worked in the food banks, assisted the Washington Employment Security Department process a massive backlog of unemployment claims received during the pandemic, and fought the Whitney and Inchelium Fire Complex fires in eastern Washington.

Two members of WADS received special recognition in 2020. Capt. Jason Allenton, 225th Air Defense Squadron, was named the Air National Guard’s 2019 Outstanding Command and Control Battle Management Operations Air Battle Manager of the Year. Maj. Danielle Rogowski, WADS staff judge advocate, was recognized by the Washington State Bar Association and was awarded the 2019-2020 WSBA Public Service and Leadership award. The WSBA recognizes a young Washington State lawyer who demonstrated leadership in his or her local community, contributed to the legal profession and community, and whose actions and sacrifices clearly demonstrated going above and beyond. Air Force Chief of Staff Gen. David L. Goldfein visited the WADS June 18, 2020 and met with senior leadership to discuss the quick adaptation of COVID-19 CDC protocols and mitigation efforts the 225th Air Defense Squadron implemented in order to protect the Operation Noble Eagle mission. (U.S. Air National Guard photo by Maj. Kimberly D. Burke)



Col. Brad Klippert Commander



Cmd. Sgt. Maj. Richard Stickney Command Sgt. Major

The Washington State Guard is an all-volunteer unit organized under the Military Department of the State of Washington. Its members come from all walks of life. They normally serve without remuneration and meet monthly, or more often as needed, within organized units stationed at strategic locations throughout the State.

The mission of the Washington State Guard is to provide organized units that are equipped and trained in the protection of life or property and the preservation of peace, order and public safety under competent orders of State authorities. The Washington State Guard serves at the direction of the state’s Adjutant General. It is always ready to provide trained personnel to support civil government authority, provide for the protection and preservation of life or property during natural or manmade disasters or civil emergencies, and rapidly and effectively respond to search, rescue, or recovery operations. Additionally, the members of the Washington State Guard effectively execute State Homeland Defense missions and participate as active members and contributing citizens of our local communities.

1st Class Robert Mick, 2nd Brigade, works a Spokane food bank on October 16, 2020. After completing 12 weeks of State Active Duty on Task Force Kokanee contact tracing, Mick joined the Task Force Columbia food bank distribution in his hometown of Spokane. (Courtesy Photo)

2020 HIGHLIGHTS 2020 was the most active year in modern history for the Washington State Guard, commanded by Col. Bradley Klippert and Command Sgt. Maj. Richard Stickney. Major missions included COVID-19 contact tracing staffing food banks, and support of 2020 election cyber security.

Beginning in June 2020, a total of 35 Washington State Guard soldiers were placed on State Active Duty to serve with Washington Air and Army National Guard for COVID-19 contact tracing and other duties in Task Force Kokanee. Washington State Guard soldiers remained on Task Force Kokanee through October then rolled onto other mission assignments under Task Force Parr. In addition, a smaller number of Washington State Guard soldiers rotated off Kokanee to augment National Guardsmen at food banks in eastern and western Washington. Individual Washington State Guard soldiers deployed for durations of one to seven months. As measured by total person-hours, the Washington State Guard’s SAD deployment on Task Force Kokanee constitutes the single largest deployment of Washington State Guard assets since World War II. Total person-hours served exceeds 30,000 hours. 2020 was, of course an election year, and the Secretary of State once again tapped the considerable cyber security expertise within the Washington State Guard. The Washington State Guard cyber warriors helped ensure the integrity of the state’s election process. The Washington State Guard Cyber Protection Team deployed for a combined total of 92 days on State Active Duty. This service spanned four elections-specific missions, as well as an assess-and-protect mission for a local public utility. Of three joint-forces personnel serving with the Secretary of State’s office during the November 2020 elections, two were Washington State Guard Cyber Protection Team operators. The Washington State Guard’s many amateur (“HAM”) radio operators stayed active throughout 2020. Throughout the year these FCC-licensed operators grew their capacity and specialization in field-portable VHF/UHF and HF radio communication. Due to COVID-19, the planned improvement operations for National Guard armories were put on hold. Currently the J6 section is staging for the reintroduction of these operations. We have also been tasked to provide additional support for communications activities through the JOC and will engage once it is safe to do so.

Washington State Guard’s current personnel includes 27 officers, 7 warrant officers, and 46 enlisted members, for a total of 80 uniformed personnel. Washington State Guard is augmented by 23 Volunteer Support Group (VSG) members.

Capt. Aaron Logan, left, and Maj. Joseph Ostheller were among 35 Washington State Guard soldiers deployed on Task Force Kokanee contact-tracing for Department of Health, August 2020. (Courtesy Photo)


FALLEN HEROES WORLD WAR I Sgt Chris Anderson Pvt Russell Barrett Pvt Ivan Broikovich Pvt Clemie Byrdt Everett Pvt Frank Dalba Corp Ferdinand E. Deeringhoff Corp James A. Forbes Pvt James M. Fouste Pvt Peter F. Guill Pvt Lloyd A. Hatvey Corp David H. Humphrey Pvt Lee L. Kressler Sgt Alfred Kristoferson Pvt Fred Martin Pvt Ernest H. Melton Pvt John Metcalfe Pvt John Moore Pvt Ernest W. Perras Pvt Harold S. Sharp Pvt Walter L. Smith Pvt James C. Souter Pvt Frank J. Starr Pvt Werner R. Wagner Pvt Louie Kunst Pvt Clark W. Ash Pvt Henry Barnum Pvt Allen G. Brattstrom Corp Robert L. Byrne Pvt Ira L. Cater Pvt Leon Clausner Pvt Grant Coltenbaught Pvt Guy L. Cooper Pvt Paul W. Folmsbee Pvt Emil C. Gourdeau Pvt Ross G. Hoisington Pvt John Hreczuch Pvt Elmer T. Jensen Pvt Paul E. Lamb Pvt Arthur W. Lewis Pvt Grant Long Pvt Emile F. Meystre Pvt George J. Miley Pvt Ray H. Miller Pvt Allan J. Moore Pvt Orell M. Moore Pvt John B. Neutens Pvt Ben Nudd Pvt Calvin L. Page Pvt John C. Partridge Pvt Thomas Portogale Corp William E. Prather Pvt John Ryan, Corp Logan L. Ryan Pvt Braden W. Shallenburger Corp Claude J. Swift Pvt Charles H. Wilkinson Pvt James R. Wilkinson Pvt Ernest A. Wilson Pvt Ura L. Adams Pvt Donald L. Anderson Sgt Wilson N. Austin Sgt Edward C. Braden, Seattle Corp Clinton S. Brown Pvt Cleo E. Brundage

Wagoner Harrison I. Busey Pvt George W. Caldwell Corp Arthur J. Carlscn Pvt Wilbur L. Cook Musician Edward C. Cunningham Sgt Walter C. Dunbar Pvt Clay R. Eakin Wagoner George H. Erickson Sgt John D. Fitzmaurice Pvt Don F. Gunder Cook John E. Hill Pvt James W. Hilton Pvt Conrad Hoff Pvt Frank W. Holmes Corp Frank H. Hubbard Pvt John A. Jerson Pvt Arvid C. Johnson Pvt Fred W. Kees Pvt Dallas N. McClothlen Pvt Orien F. Martin Pvt Ralph D. Martin Sgt Thomas F. Martin Pvt Preston O. Moyers Pvt P. F. Miller Pvt Herbert Oleman Corp Merle W. O’Rear Pvt Walter H. Owens Pvt Frank R. Partison Pvt Fred L. Phillips Pvt Abraham L. Roberts Pvt Walter R. Rodgers Pvt Ernest J. Ruoff Pvt Clarence E. Sandstedt Pvt Anton B. Sorenson Cook Orla H. Spink Pvt Vlases Stavvopolos Pvt Arthur Stough Corp John W. Tarter Pvt Robert J. Thompson Pvt Thomas Thompson Pvt Harold Tibbetts Pvt California True Wagoner Herman Uddenberg Pvt Armer J. Van Derzee Pvt Homer E. Webster Corp Roy A. White Pvt Benjamin Coddington Pvt Ward E. Bell Pvt Auldron E. Boren Pvt Sidney N. Butts Pvt Charles R. Fouste Pvt Arthur E. Harker Corp Alfred C. Hoiby Pvt Sidney Jameson Pvt Jack L. Lelinlein Pvt Kenneth E. Lee Pvt Frank M. Lundquist Pvt Robert A. Mays Pvt Clyde S. Moore Pvt Charles A. Parren Pvt Frank R. Portison Pvt George L. Rardin Pvt Guyr P. Rawlings Pvt Alfred L. Snyder Pvt Harold Sundling Cook Ira Wikinson Pvt William M. Wright

WORLD WAR II Pvt Joe J. Turner 1st Sgt Wayne R. Reeder PFC Edward C. Mescher Pvt James C. Ellis Pvt Alred K. Fields Cpl William E. Gulliford PFC Alvin W. Dieh1 Pvt Walter R. Hahn Pvt Eba F. Nagle Pvt Walter I. Cook Pvt Buell F. Payne PFC Owen D. Gaskell Pvt Cliff M. Jungers Pvt Lindsay J. Kralmon Pvt Frank C. Pickell Pvt Howard A. Reightley Pvt Melvin W. Roth Pvt Eugene J. Schmidt PFC Claire A. Pickel Pvt John Ferraro Pvt Edward H. Hahn Pvt Naurice L. Patterson Pvt Bob F. Payne Cpl Edgar L. Miller Pvt John J. Disotell Sgt Kenneth P. French Sgt Robert W. McCalder PFC Robert C. Barton Pvt Darwin J. Carroll Pvt Forrest E. Meyer Pvt Wilbur K. Smawley Pvt Lloyd J. Akins Pvt Armond W. Connery Pvt Johnny W. Gordon Pvt Harry G. Heft Pvt Charles M. Weaver Pvt Glenn L. Williams Pvt Homer L. Butler Pvt Frank Church Pvt Kermit U. Cole Pvt Norman E. Collins Pvt Joseph O. Deatherage PFC William H. Cooper PFC Richard D. Plette PFC Charles R. Purdon PFC Howard D. Rinehart Pvt Dolph Barnett, Jr. Pvt Martin E. Bartley Pvt Herbert E. Lane Pvt Floyd B. Tallman Cpl Ernest G. Schenck PFC John N. Van Horn Pvt Arthur S. Toothman PFC George R. Barnett PFC Kenneth M. Smithey Pvt Palmer H. Carlson Pvt David W. Carpenter Pvt Clarence E. Roedell Cpl John F. Lee Cpl Duane L. Pepple Cpl David B. Ritchie Pvt Earl E. Aney Pvt Mervin E. Bailey Pvt Robert L. Mathias

Left: T/4 Laverne Parrish, Medical Detachment of the 161st Infantry Regiment, 25th Infantry Division, was awarded the Medal of Honor for his actions at Binalonan on the island of Luzon in the Philippines on the 24th of January 1945. Parrish crossed open fields multiple times to bring injured soldiers to safety. He was able to treat nearly all of the 37 casualties suffered by his company, while being mortally wounded by mortar fire, and shortly after was killed. The indomitable spirit, intrepidity and gallantry of Technician Parrish saved many lives at the cost of his own.

Sgt John L. White Cpl John R. Hewitt PFC Patrick E. Pilon Pvt George Heichel Pvt Mickey L.McGuire Pvt Edward A. Taylor PFC Cecil F. Klise T/4 Laverne Parrish Pvt Victor P. Pedersen Pvt Robert W. Freund Cpl Duke R. Pvt Morris B. Cook Pvt Eddie M. King Pvt Garald P. Shapley Sgt David F. Buchholz Pvt Wayne A. Guinn Cpl Harold E. Springer Pvt Thomas M. Caffee Pvt Glen E. Tollenaar Pvt George J. Hill Pvt Jerome D. Whalen PFC Paul West Cpl Ronald R. McFarland Sgt Philip H. Elsberry Pvt David D. Fisher Pvt Roger A. McGuire Sgt Walter M. Joselyn Pvt. Donald F. Hensey Pvt Robert C. Jackson Sgt Robert F. Pike Cpl Howard J. Perry PFC Kenneth L. Yates Pvt Alden H. Lightfoot Pvt Loyst M. Towner Sgt Beauford C. Johnson Sgt Robert W. Waterston Jr. PFC Theodore D. Nielsen Pvt John D. Chemeres Pvt Robert E. Kesterson Sgt Bernard F. Baugh Sgt Richard J. Cummings PFC Orin V. Burgman

Right: Sgt. 1st Class Matthew McClintock, Engineer Sergeant, Special Forces Operational Det. – Alpha 9115, was awarded the Silver Star for Gallantry for his actions on the 5th of January 2016 in the Helmand Province of Afghanistan. Without hesitation or regard for his personal safety, Sgt. 1st Class McClintock repeatedly exposed himself to enemy fire, provided life-saving treatment and secured medical evacuation for his wounded teammates. He was mortally wounded while courageously maneuvering through heavy enemy fire to secure a helicopter landing zone and evacuation for his wounded comrades.

Pvt Joseph M. Harley, Jr Pvt Harvey E. Winoski Pvt Ernest Hontos Pvt John F. Shields PFC Charles D. Darragh Pvt Raymond R. Calver Pvt Robert W. Owens PFC William S. Galbraith PFC Leslie D. Martin Pvt Eff C. Walker Cpl Brooks U. Atchison Pvt Richard A. Kessler Pvt James K. Robinson Sgt Jack C. Burdick Pvt Theodore J. Soderback PFC Samuel A. Sather Pvt Neil A. Golberg Pvt Thomas L. Eddy Pvt Herbert Larson Pvt Paul A. MacWilliams Pvt John C. McKinney PFC Stanley L. Seehorn Pvt Wesley Calkins Pvt Gordon W. Chapman Pvt Tom K. Foster Pvt Boyd H. Gallaher, Jr Pvt Raymond Y. Irby Pvt Roger C. Larson Pvt Amos H. McKee Pvt Victor H. Westrand Pvt George T. Loop Pvt Odian A. Peterson Pvt William V. Porter Pvt John W. Vye PFC William C. Hawson PFC Reay D. Richmond Pvt Leonard Caskin Pvt Theodore W. Hensen Pvt George Kohut Pvt Paul Kohut Pvt Elmer W. Rossback Pvt Vernon L. Smith

Cpl Arthur M. Gowin PFC Milton G. McAtee Pvt Marvin E. McAtee Pvt Richard W. Stork Pvt Delmar T. Hutchins

IRAQ / AFGHANISTAN MSG Tommy Carter SGT Jeffrey R. Shaver SPC Daniel P. Unger 2LT Andre D. Tyson SGT Patrick R. McCaffrey SPC Jeremiah W. Schmunk SPC Donald R. McCune II SGT Quoc Tran SFC Michael Ottolini CW4 Patrick Leach SGT Damien T. Ficek CPL Glenn J. Watkins CW2 David Shephard SSG Christopher Vanderhorn 1LT Jamie Campbell SGT Velton Locklear MAJ Guy “Bear” Barattieri MAJ Alan Johnson CPL Jason Bogar SPC Samuel Stone CW4 Mike Montgomery SGT William Spencer SSG Tim McGill CW3 Andrew McAdams SSG Matthew McClintock 1LT David Bauders Lt. Col. Flando Jackson


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